APPENDIX V
PCM WORKSHOPS
APPENDIX – CHAPTER V
PCM WORKSHOPS
TABLE OF CONTENTS
Page
1. PCM Workshops ...... V - 1
2. 3rd Participatory Workshop on Capacity Improvement Plan for NISO...... V - 1
3. 4th and 5th Participatory Workshop on Strengthening of NIA’s Management System...... V - 6
4. 6th Participatory Workshop on Strengthening of NIA’s Management System ...... V -10
5. 7th and 8th Participatory Workshop on Strengthening of NIA’s Management System...... V -11
6. 9th Participatory Workshop on Capacity Improvement Plan for NISO...... V -13
LIST OF TABLES Page
Table V.1 The Conceptual Relationship of the Long-term Plan and the Short-term Plans ...... V -19 Table V.2 SWOT Analysis of Nayom-Bayto NISO...... V -20 Table V.3 PDM of Short-term Capacity Improvement Plan for “ISF Collection” for UPRIIS District III ...... V -23 Table V.4 PDM of Short-term Capacity Improvement Plan for “Water Mangement” for Aganan-Sta. Barbara ...... V -24 Table V.5 PDM of Short-term Capacity Improvement Plan for “ISF Collection” for Aganan-Sta. Barbara NISO ...... V -25 Table V.6 Logical Framework for NIA’s Management Strengthening Plan ...... V -26 Table V.7 Implementation Schedule for NIA’s Management Strengthening Plan..... V -31
V - i CHAPTER V PCM WORKSHOPS
1. PCM Workshop
The participatory workshops are conducted in this study aiming at formation of “Ownership” in the Philippine side. In order to organize and facilitate workshops effectively, a participatory method termed Project Cycle Management (PCM) is adopted.
The 1st and 2nd workshops were held last August and September 2000. The 1st workshop was conducted for the NIA Central Office involving the members of Internal Task Force (ITF) and Inter-Agency Coordination Committee (IACC). The aim of the workshop was to establish a common understanding among the participants on the problems and objectives related to the NIA what it ought to be in the future. The 2nd workshop was held in San Fernando, Pampanga involving the staff of the field offices in Region III. The aim of the workshop was to formulate a basic concept of Capability Improvement Plan. The summary of these workshops is reported in the “Progress Report, November 2000”.
The 3rd, 4th and 5th workshops were held last November and December 2000 involving the staff of three (3) NISOs, namely: Nayom-Bayto, UPRIIS Ditrict III and Aganan-Sta.Barbara, aiming at formulating the action-oriented short-term capacity improvement plan for the above field offices.
The 6th workshop was held on February 2001 in Quezon City involving Division Managers of NIA Central Office, aiming at formulation of the logical framework for basic approaches to tackle the issues of NIA’s management. Prior to the workshop, the JICA Study Team proposed a Logical Framework for NIA’s Management Strengthening Plan. And in the workshop, participants discussed it, modified it and developed it.
The 7th and 8th workshops were held on June 2001 in Quezon City involving Department Managers of NIA Central Office, members of Inter Agency Coordination Committee (IACC) and members of NIA’s Internal Task Force (ITF) aiming at formulation of sector/department based specific plan of operation for NIA’s Management Strengthening. The participants of the 7th workshop were requested to make a plan of operation by developing the Logical Framework that was formulated in the 6th workshop. The results of the 7th workshop were presented in the 8th workshop.
The 9th workshop was held on July 2001 involving the staff of three (3) NISOs, namely: Aganan-Sta.Barbara, Nayom-Bayto, UPRIIS Ditrict III and IA representatives in Aganan, aiming at evaluating the implementation of the Capacity Improvement Plan for Aganan NISO and UPRIIS District III and assessment of impact of provision of equipment in Nayom-Bayto.
The below is the summary of the workshops from 3rd to 9th. For the full report, refer to the respective separated workshop reports.
2. 3rd Participatory Workshop on Capacity Improvement Plan for NISO
The “3rd Participatory Workshop on Capacity Improvement Plan for NISO” (3rd Participatory Workshop) was held on November 7, 9, 13, 2000 involving the staff of three (3) NISOs,
V - 1 namely: Nayom-Bayto, UPRIIS Ditrict III and Aganan-Sta.Barbara, aiming at formulating the action-oriented short-term capacity improvement plan for the above offices.
Prior to this workshop, capacity improvement plan for the NIA’s field offices was prepared by the JICA Study Team (the Study Team). In order to substantiate this capacity improvement plan, a case study was implemented in three offices. Nayom-Bayto NISO was selected as a model office, whose performance was replicated to the other two replication offices. UPRIIS District III and Aganan-Sta.Barbara NISO were selected as replication offices to which capacity improvement plan was applied. (For the detail of selection procedure and review of these offices, refer to the “Progress Report, November 2000”.)
Proposed capacity improvement plan is composed of different forms of interventions and time perspectives. Policy and structural changes constitute the long-term capacity improvement plan (the long-term plan), while operational solutions that can be implemented immediately comprise the short-term capacity improvement plan (the short-term plan). (For the detail of the long-term and the short-term plans, refer to the “Progress Report, November 2000”.)
The long-term plan is targeting to increase income of NISO focusing upon the four (4) outputs, i.e. (a) organizational restructuring, (b) improvement of water management, (c) proper maintenance of irrigation facilities and (d) increase of ISF collection. The short-term plans are derived from this long-term plan. Each output of the long-term plan will be the project purpose of the short-term plan. This means that four (4) short-term plans will be formulated from the long-term plan.
As for the case study to substantiate the proposed capacity improvement plan, only the short-term plans were implemented mainly due to time constraints. “Water Management” and “ISF Collection” were chosen to be the themes/purposes of the case study. The conceptual relationship of the long-term plan and the short-term plans is presented below in the form of Project Design Matrixes (PDM) (Table V.1).
The proposed short-term plan for “Water Management” was tried in Aganan-Sta.Barbara NISO and the plan for “ISF Collection” was implemented in both UPRIIS District III and Aganan-Sta.Barbara NISO. These short-term plans were implemented within 3 months period from November 2000 to February 2001.
The 3rd Participatory Workshop was held on
1) November 7 in Zambales city involving the staff of Nayom-Bayto NISO 2) November 9 in Cabanatuan city involving the staff of UPRIIS Ditrict III 3) November 13 in Iloio city involving the staff of Aganan-Sta.Barbara NISO.
2.1 Objectives
The workshop was intended:
1) to analyze the strength, weakness, opportunities and threats of Nayom-Bayto NISO as a model office 2) to formulate frameworks of short-term capacity improvement plans for UPRIIS District III and Aganan-Sta.Barbara NISO
V - 2 3) to create “Ownership” of the trial projects in the above NISOs by introducing participatory methods in planning.
2.2 Participants
1) Workshop in Nayom-Bayto NISO
Twenty five (25) participants attended the workshop. They consist of staff of Nayom-Bayto NISO, a counterpart personnel for the Study Team and members of the Study Team.
2) Workshop in UPRIIS District III
Nineteen (19) participants attended the workshop. They consist of staff of UPRIIS District III, a counterpart personnel for the Study Team and members of the Study Team.
3) Workshop in Aganan-Sta.Barbara NISO
Twenty (20) participants attended the workshop. They consist of staff of Aganan-Sta.Barbara NISO including one Japan Overseas Cooperation Volunteer, a counterpart personnel for the Study Team and members of the Study Team.
2.3 Workshop Outcome
(1) Workshop in Nayom-Bayto NISO
The first session was held involving the staff of Nayom-Bayto NISO in order to analyze the essential factors for good performance as the model office. Those factors are expected to be replicated to the other two (2) replication offices. The analysis was done separately about two different functions of the office, i.e. “ISF Collection” and “Water Management” with using a participatory analysis tool termed “SWOT Analysis”.
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths are things that have worked well, Weaknesses are things that have not worked so well, Opportunities are ideas on how to overcome weaknesses and build on strengths and Threats are things that exist which reduce the range of opportunities for change. Strengths and Weaknesses can be as factors that are internal to an organization, and so can be controlled by management; Opportunities and Threats can be seen as external factors affecting the environment in which an organization is working.
In terms of the strengths, the participants emphasized work attitudes as “cooperation”, “teamwork”, “self-sacrifice” and even “working religiously”, rather than work system they employ. “Good leadership” of Irrigation Superintendent was also mentioned as the Study Team preconceived. Relating to work system, the employments of “target-oriented taskforce”, “regular meeting for good communication”, “execution of proper monitoring” and “voluntary based foot patrol during night time” were highly appreciated as strengths. “Strong links with LGUs” and “Inactive IAs” were listed under the categories of external factors as opportunities and threats. This implies that the participants consider that collaboration with LGUs and IAs is not sufficient and should be further improved.
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Most weaknesses and threats are related to the “shortage of resources as manpower, materials and equipment”. “Institutional development (training for farmers)” is also considered not to be sufficient for ISF collection neither for water management. “AO17” was apparently recognized to be one of the threats for ISF collection.
Results of the SWOT Analysis are summarized in Table V.2.
(2) Workshop in UPRIIS District III
The second session was held involving the staff of UPRIIS District III in order to formulate a framework of a short-term capacity improvement plan for “ISF Collection” of the office.
The formulation of the short-term plan was carried out using a participatory planning method termed “Project Cycle Management (PCM)”. Not all the steps of PCM method was carried out, but only the formulation of Project Design Matrix (PDM) was done after the prototype PDM for the short-term plan was introduced to the participants. That was because of the workshop was not intended to create the improvement plan unique to the office, but was expected to substantiate applicability and efficiency of the proposed capacity improvement plan prepared by the Study Team. PDM (or Logical Framework) is a matrix that shows logical inter-relationships among the components of a project, such as objectives, activities and inputs, as well as the important assumptions related to the project.
The prototype PDM prepared by the Study Team was highly adaptable to the situation of UPRIIS District III. With minor modification on the prototype, the participants elaborated and completed the PDM for “ISF Collection”.
Project Purpose was decided to be “Billed area is increased by 10 %”. This is the objective that is expected to be achieved within the implementation period of 3 months or by the end of February 2001.
In order to achieve the Project Purpose, four (4) Outputs are expected to be realized, i.e. (a)Service area is firmed-up, (b)Data base is updated, (c)Skill is enhanced and (d)Billing procedure is revised.
Activities are specific actions intended to produce the Outputs. Activities for each Output were enumerated and Persons in Charge (P/C) were also designated.
PDM formulated by the workshop is as presented in Table V.3
(3) Workshop in Aganan-Sta.Barbara NISO
The third session was held involving the staff of Aganan-Sta.Barbara NISO in order to formulate frameworks of short-term capacity improvement plans for “ISF Collection” and “Water Management” of the office.
Aganan-Sta.Barbara NISO is responsible for the operations of two river irrigation systems, namely Aganan and Sta.Barbara. The short-term plan will be implemented in Aganan NIS Division 3.
V - 4 1) PDM of the Short-Term Capacity Improvement Plan for “Water Management”
In the discussion, it was found that water management in Aganan NIS is relatively less problematic and fairly well operated. But it was admitted that there was still a room to be improved and the project was welcomed to the office.
The prototype PDM for water management prepared by the Study Team was adaptable to the situation of Aganan-Sta.Barbara NISO as a whole. Because of the time constraints, only the Narrative Summary was elaborated and confirmed by the participants.
Project Purpose was decided to be “Cropping intensity is increased”. This was expected to be achieved within the implementation period of 3 months or by the end of February 2001. The indicators were planed to be discussed and decided after studying baseline data.
PDM formulated by the workshop is as presented in Table V.4.
2) PDM of the Short-Term Capacity Improvement Plan for “ISF Collection”
Although major problems of Aganan-Sta.Barbara NISO are related to farmers and IAs, the prototype PDM for ISF collection was still adaptable to the situation of the office. With minor modification on the prototype, the participants elaborated and completed the PDM.
Project Purpose was decided to be “ISF collection efficiency is increased”. The item for indicator was decided but the quantitative figure was not agreed upon. The figure was planed to be discussed and decided after studying baseline dada.
Five (5) Outputs are expected to be realized, i.e. (a)Service area is firmed-up, (b)Data base is updated, (c)Skill is enhanced, (d)Billing procedure is revised and (e)Collection strategy is improved. According to the staff of the office, out of five outputs, (a) was already completed and (b) was in the process. Confirmation about how they were completed/processed was required as activities.
Activities for each Output were enumerated and Persons in Charge (P/C) were designated.
PDM formulated by the workshop is as presented in Table V.5.
2.4 Workshop Evaluation
At the end of the workshop, Workshop Evaluation Sheets were passed for the participants to answer. A total of 42 participants answered the evaluation sheets. Summary of the results of evaluation are as follows.
1) What was your impression on the workshop?
a. Excellent 2 (5%) b. Very Good 38 (90%) c. Fairly Good 1 (2%) d. Not so Good 0 (0%) e. No Answer 1 (2%)
V - 5 2) Please state reasons for your answer.
- We have learned about our strengths, weaknesses, opportunities and threats on this organization. Additional knowledge I thoughts to be applied to our work. - We have been given a chance to participate and give our suggestions for the improvement of our office. - Although some are still shy, almost all of the participants have participated in the discussion. - Goals are properly set and actions are identified.
3) What are your suggestions to improve the conduct of workshop?
- Enough time – make it one or two days to give/share more opinions/ideas. - May we have enough time (longer time) in order to be able to discuss everything that is necessary for the improvement of the system. - With the use of audiovisual samples.
3 4th & 5th Participatory Workshop on Strengthening of NIA’s Management System
The “4th & 5th Participatory Workshop on Strengthening of NIA’s Management System (4th & 5th Participatory Workshop) was held on December 7, 8, 13, 2000 involving Department Managers and Division Managers of NIA Central Office and the NIA Streamlining Committee members, focusing upon the problem/solution finding concerning functions/organization of NIA.
Prior to this workshop, the JICA Study Team reviewed organization and management of NIA Central Office, and adduced problems/issues concerning each sector and department. The 4th Participatory Workshop was held, involving high-level management officials, intending to deepen understanding and analysis about these problems/issues.
3.1 Objectives
The workshop was intended:
1) to analyze the problems/issues and find solutions specific to each sector and department of the NIA Central Office. 2) to analyze the problems/issues and find solutions concerning the organizational restructuring of NIA.
3.2 Participants
1) Workshop with Managers of the NIA Central Office
Forty (40) participants attended the workshop. They consist of Department Managers and Division Managers of the NIA Central Office, counterpart personnel for the Study Team and members of the Study Team.
V - 6 2) Workshop with NIA Streamlining Committee Members
Twelve (12) participants attended the workshop. They consist of the NIA Streamlining Committee members, counterpart personnel for the Study Team and members of the Study Team.
3.3 Workshop Outcome
(1) Workshop with Managers of the NIA Central Office
The participants were divided into four (4) groups on sector basis, i.e. PDI, SOEM, Finance & Management and Administrative sector and discussed about problems/issues concerning each department. The followings are major issues that were discussed in the workshop.
1) Project Development & Implementation (PDI) Sector
Projects are not implemented enough because project documents prepared by PDD cannot be cleared by ECC, ICC nor EGA. Clearance by ECC, ICC and EGA are relatively newly started system and PDD cannot cope with this requirement. In other words, PDD does not have enough capability to satisfy these conditions. A solution conceived by the participants is to set up a specific unit to handle the securing these conditions and other legal requirements.
Weak monitoring and evaluation was also identified as a problem relating to project implementation. Most of the monitoring is mere report making without systematic monitoring activities. The solutions prepared by the participants are not specific enough as “to implement disciplinary action for project implementation” or “PDD needs experts in all discipline to support RIO & FO in project preparation”.
Relating to DSD, the problem of “Good designers migrate abroad or to consulting firms because of the low incentives” was stated. The solution is to contract out design works to consulting firms. However there was an argument on this solution among the participants. A ground of the counterview is that if the design works were to be contracted out, the capability of DSD as designers group would be further deteriorated.
Most of the projects are behind schedule because of some reasons. One of the major reasons is Right of Way Acquisition (ROWA) problem. And the solution to solve the problem is to legislate a new law on ROWA. The participants of the workshop deemed to solve ROWA problems with legal execution. However, this solution would be effective only after the problem takes place. There must be an idea to avoid ROWA problems in the first place with technical measures as proper implementation of feasibility study and design.
2) Systems Operation and Equipment Management (SOEM) Sector
“Implementation of Memorandum Circular (MC) #29 which allocates 5% of the project cost for Irrigation Development Project (IDP) activities” was proposed as one of the way to promote Institutional Development activities. This MC was approved and issued in December 2000 and expected to be implemented.
V - 7 Disposal of unserviceable equipments takes time, because the COA formula (appraised value) is higher than NIA’s. The solution for this problem is to request COA to amend the formula and suggest the PPRD mode on RIO bases or Island bases.
3) Finance & Management Sector
In order to cope with the timely submission of financial report, computerization was proposed. Computers are installed in offices, but not used as a database but only as typewriters. It means that there is no need of hardware improvement but software introduction for the efficient management.
There were two suggestions relating to management fee. The one is to increase the rate of management fee from 5% to the higher rate. The other is to include management fee in the Program of Work (POW). Management fee is supposed to be computed by Project Management Office (PMO) and included in POW. But the problem here is that management fee is frequently incorrectly calculated and not included in POW. It was pointed out that the proper computation and declaration is more practical and effective way to increase income from management fee. Appropriate instruction and training for PMO will be a realistic way to improve the situation.
Shortage of auditor was emphasized in the workshop. Four (4) different types of audit for 203 responsible offices in a year must be too much work for seven (7) internal auditors. As a way to lighten the workload of auditors, Monitoring Performance Indicators prepared by CORPLAN was proposed to be used.
4) Administrative Services (AS) Sector
Common problems/issues with other sectors were stated as computerization (refer to Finance & Management Sector), weak monitoring & evaluation (refer to PDI Sector) and delay of procurement. Computerization was specially emphasized in the workshop.
5) Workshop with NIA Streamlining Committee Members
Following the explanation about the progress and present situation of NIA Streamlining Proposal, the participants started the discussion about organizational restructuring of NIA. They firstly listed up existing duplication of function and staff redundancy, and then tried to find some alternatives of organizational restructuring plan. The workshop was carried out with using color cards in order to visualize the information and contents of discussion. The followings are major results of the discussion.
a. Duplication of Function and Staff Redundancy
There are functional duplications among departments as follows.
1) CMD and SMD : New construction is duplicated. 2) PDD and SMD : Feasibility study is duplicated. 3) PDI and PPRD : Procurement of supplies and equipment is duplicated. 4) PDD and NIA Consultant : No duplication but depletion.
The participants didn’t spare much time for discussing the specific issues concerning staff redundancy.
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b. Organizational Restructuring Proposals
Advantages of NIA Streamlining Proposal presented in the workshop are as follows; “Each region can concentrate on regional irrigation development”, “Easy to manage an office” and “Can reduce overhead cost”. These are not specific enough and ill founded. On the other hand, disadvantages are as follows; “Too many RIOs” and “May encounter financial difficulty”. “Too many RIOs” means “bloated organization”. Bloated organization and financial difficulty are the most serious issues NIA is facing now. This implies that with NIA Streamlining Proposal, the critical situation of NIA would not be changed.
Other reorganization proposals presented were as follows; “Island based corporation”, “No more RIO but only PIMO” and “Regional distribution by river basin”. But the discussion was relatively leaned toward disadvantages of these proposals rather than advantages.
3.4 Workshop Evaluation
At the end of the workshop, Workshop Evaluation Sheets were passed for the participants to answer. A total of 29 participants answered the evaluation sheets. Summary of the results of evaluation are as follows.
1) What was your impression on the workshop?
a. Excellent 0 (0%) b. Very Good 19 (66%) c. Fairly Good 5 (17%) d. Not so Good 1 (3%) e. No Answer 4 (14%)
2) Please state reasons for your answer.
- The workshop brought out the insistent problems that were plaguing our office; hence a feeling of hope was established that the JICA consultants could at last help give solutions, given their expertise on those matters. - Exchange of views with different departments broadens one’s perspective on the solutions for specific problems. - There was a lively participation/sharing of views, inter group discussions.
3) What are your suggestions to improve the conduct of workshop?
- The study team should have informed the NIA staff of the workshop the information data to be needed in the discussion. - The workshop should have made sure that all the concerned sectors are adequately represented. - The data and information needed in the workshop should be required from the participants at least one week before the actual conduct of the workshop.
V - 9 4 6th Participatory Workshop on Strengthening of NIA’s Management System
The “6th Participatory Workshop on Strengthening of NIA’s Management System” was held on February 26, 2001 in Quezon City involving Division Managers of NIA Central Office, aiming at formulation of the logical framework for basic approaches to tackle the issues of NIA’s management.
Prior to the workshop, the JICA Study Team proposed a Logical Framework for NIA’s Management Strengthening Plan. And in the workshop, participants discussed it, modified it and developed it. (For the detail of the proposed Logical Framework, refer to the “Interim Report, March 2001” prepared by the JICA Study Team.)
4.1 Objective
The workshop was intended to develop the Logical Framework of NIA’s Management Strengthening Plan.
4.2 Participants
Thirty nine (40) participants including Division Managers of NIA Central Office. They consist of: - One (1) member from CORPLAN - Nine (9) members from PDI sector, - Six (6) members from SOEM sector, - Six (6) members from Finance & Management sector, - Five (5) members from Administrative Services sector, - Nine (9) counterpart personnel for the JICA Study Team, - Three (4) members of the JICA Study Team.
4.3 Workshop Outcomes
The Logical Framework prepared by the JICA Study Team was presented at the beginning of the workshop, and then the participants started discussion on it with using color cards.
Logical Framework or Project Design Matrix (PDM) presents the key elements of a development intervention and their interrelationships. The intervention is usually termed a project. The framework clearly identifies the impacts or objectives the project will achieve. It also allocates measurable and/or tangible performance targets to them. The framework also clearly identifies the inputs and outputs the project will deliver to enable achievement of the proposed objectives. Thus, the framework presents a means and ends matrix where inputs lead to outputs and outputs lead to immediate objectives, which in turn lead to longer-term objectives. Although the matrix usually comprises 16 frames organized under 4 major headings, it is somewhat modified here in order to cope with the wider and comprehensive scope of the issues of NIA.
In the workshop, the participants modified and developed the proposed framework in order to formulate a realistic and effective NIA’s Management Strengthening Plan. The “Narrative Summary” was fully discussed and almost completed. But, because of the time limitation,
V - 10 “Objectively Verifiable Indicators”, “Means of Verification”, “Important Assumptions”, “Pre-conditions” and “Inputs” were not covered. Thus the further discussion will be required for the completion of the Logical Framework or the NIA’s Management Strengthening Plan.
The Logical Framework for NIA’s Management Strengthening Plan formulated by the participants is presented in Table V.6.
4.4 Workshop Evaluation
At the end of the workshop, Workshop Evaluation Sheets were passed for the participants to answer. A total of 26 participants answered the evaluation sheets. Summary of the results of evaluation are as follows.
1) What was your impression on the workshop?
a. Excellent 1 (4%) b. Very Good 25 (96%) c. Fairly Good 0 (0%) d. Not so Good 0 (0%) e. No Answer 0 (0%)
2) Please state reasons for your answer.
- During the workshop presentation, sector representatives were informed of issues/concerns of other sector in NIA aside from their own. This will enable the participants to extend their support to cooperation in the solution to the problem if necessary. - Most of the activities needed to attain its purpose were properly identified. - There was active participation of almost all the participants, thus critical thinking was encouraged by the facilitators.
3) What are your suggestions to improve the conduct of workshop?
- Suggest that everybody should contribute/participate in the discussion, participatory on deciding which is best among the affirmative solutions. - After the sector workshop, there should also be conference with top management officials (Administrator, Deputy Administrator and the Assistant Administrators) so that all prevailing problems could be addressed. - To conduct similar workshop with the field personnel (NISO, PIO, RIO) to obtain their impression.
5 7th and 8th Participatory Workshop on Strengthening of NIA’s Management System
The “7th Participatory Workshop on Strengthening of NIA’s Management System” was held on June 8, 2001 in Quezon City involving Department Managers of NIA Central Office, members of Inter Agency Coordination Committee (IACC) and members of NIA’s Internal Task Force (ITF) aiming at formulation of an implementation schedule for NIA’s Management Strengthening Plan.
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The participants were requested to make an implementation schedule prioritizing the conceivable programs proposed in the form of the Logical Framework that was formulated in the 6th workshop.
The 8th Participatory Workshop was held under the title of the “Meeting with Regional Managers & Project Managers on JICA’s Study on Strengthening of NIA’s Management System” on June 20, 2001 in Quezon City involving Regional Managers, Project Managers and members of Internal Task Force (ITF). In the workshop, the results of the 7th workshop were presented.
The below is the summary of the 7th workshop. For the full report, refer to the separated workshop report.
5.1 Objective
The workshop was intended to formulate an implementation schedule for NIA’s Management Strengthening Plan.
5.2 Participants
Twenty nine (29) participants including Department Managers of NIA Central Office, IACC members and ITF members. They consist of:
- One (1) member from DBM - One (1) member from DILG - Three (3) members from PDI sector, - Three (3) members from SOEM sector, - Two (2) members from Finance & Management sector, - Two (2) members from Administrative Services sector, - Nine (9) counterpart personnel for the JICA Study Team, - Eight (8) members of the JICA Study Team.
5.3 Workshop Outcomes
Although the number of the participants decreased from the estimated number of 60 to the actual number of 29 (probably because the workshop was held in their workplace) and the time was quite limited, the participants prioritized all the conceivable programs proposed in the Logical Framework (Table V.6) that was formulated in the 6th workshop. And the participants from NIA and the Study Team, both parties agreed upon the prioritization of the programs in due consideration of the urgency of respective program/project and availability of resources. Because the work result of the workshop was not elaborate enough to be an implementation schedule, the Study Team developed a specific implementation schedule based on the work result of the workshop. Developed implementation schedule is presented in the Table V.7.
V - 12 5.4 Workshop Evaluation
At the end of the workshop, Workshop Evaluation Sheets were passed for the participants to answer. A total of 10 participants answered the evaluation sheets. Summary of the results of evaluation are as follows.
1) What was your impression on the workshop?
a. Excellent 0 (0%) b. Very Good 7 (70%) c. Fairly Good 3 (30%) d. Not so Good 0 (0%) e. No Answer 0 (0%)
2) Please state reasons for your answer.
- Objectives sufficiently satisfied but limited participation by members of top management. - The workshop clarifies issues according to priority. - The workshop was not carried out according to what was planned. The participants were supposed to be divided into groups but they didn’t like to work in the small groups. The top management did not participate in the workshop. Some issues were not discussed thoroughly.
3) What are your suggestions to improve the conduct of workshop?
- Conduct workshop outside NIA central office compound so that participants will be obliged to attend the whole day workshop. - Attendance of participants at all levels should have been observed to gain a wider perspective or opinion about the interim report. - The participants in the 6th participatory workshop were Division Managers & Study Team counterparts. Those in the 7th workshop were Department Managers & counterparts. The Managers could not relate with the result of the 6th workshop as basis for the Action Plan to be prepared (in the 7th workshop). Maybe, the Study Team should have briefed the managers of the results of the 6th workshop.
6 9th Participatory Workshop on Capacity Improvement Plan for NISO
The “9th Participatory Workshop on Capacity Improvement Plan for NISO” was held on July 13, 14, 16 and 17, 2001 involving the staff of three (3) NISOs, namely: Aganan-Sta.Barbara, Nayom-Bayto, UPRIIS District III and IA representatives in Aganan, aiming at evaluating the implementation of the Capacity Improvement Plan for Aganan-Sta.Barbara NISO and UPRIIS District III and assessment of impact of provision of equipment (computer hardware with software and fax machine) in Nayom-Bayto.
Prior to this workshop, the 3rd Participatory workshop was conducted last November 7~9 and 13, 2000 involving the staff of these three (3) NISOs. In the workshop, the strength, weakness, opportunities and threats of Nayom-Bayto as model office were identified. And based on the analysis of Nayom-Bayto, short-term capacity improvement plan for UPRIIS District III and Aganan-Sta.Barbara NISO were formulated.
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The formulated plans for “Water Management” was piloted in Aganan NISO and “ISF Revenue Improvement” was piloted in UPRIIS District III and Aganan NISO. These plans were originally scheduled to be conducted for a 3-month period (November 2000 ~ February 2001). However, the GOP requested for an extension because 3-month period was too short to obtain a reliable result. The request was conveyed by the study team to JICA Headquarters Tokyo and was granted, hence the team continued to implement the plan until the early part of the Phase II Study.
The “9th Participatory Workshop on Capacity Improvement Plan for NISO” was held on
1) July 13, 14 in Iloilo City involving the staff of Aganan-Sta.Barbara NISO and farmers/IA representatives in Aganan 2) July 16 in Zambales involving the staff of Nayom-Bayto NISO 3) July 17 in Cabanatuan City involving the staff of UPRIIS District III.
6.1 Objectives
The workshop was intended:
1) to explain the Scope and Schedule of Phase II Study 2) to evaluate the impact of improvement plan for gate control operations and water delivery formulated in the 3rd workshop in Aganan-Sta.Barbar NISO 3) to evaluate the impact of improvement plan for ISF collection formulated in the 3rd workshop in Aganan-Sta.Barbar NISO and UPRIIS District III. 4) to evaluate the impact of provision of equipment (computer hardware with software and fax machine) in Nayom-Bayto NISO.
6.2 Participants
1) Workshop in Aganan-Sta.Barbara NISO
Thirty (30) participants including key personnel of Aganan-Sta.Barbara NISO. They consist of: eight (8) staff from Aganan-Sta.Barbara NISO, twenty (20) IA representatives among six (6) IA’s (Validation Survey Respondents), one (1) counterpart personnel, one (1) member of the JICA Study Team
2) Workshop in Nayom-Bayto NISO
Twenty one (21) participants including the staff of Nayom-Bayto NISO attended the workshop. They consist of sixteen (16) staff from Nayom-Bayto NISO, three (3) counterpart personnel, and two (2) members of the JICA Study Team.
3) Workshop in UPRIIS District III
Sixteen (16) participants attended the workshop. They consist of eleven (11) staff from UPRIIS District III, three (3) counterpart personnel and, two (2) members of the JICA Study Team.
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6.3 Executive Summaries:
(1) Workshop in Aganan-Sta.Barbara NISO
The first session was held involving the staff of Aganan-Sta Barbara NISO and representatives of the IAs covering Aganan, in order to evaluate the implementation of the Capacity Improvement Plan for the NISO both in “Water Management” and “ISF Collection.”
1) Capacity Improvement Plan for Water Management
Four (4) outputs were expected to be achieved by the Capacity Improvement Plan for Water Management, i.e., 1) cropping calendar is prepared, 2) water delivery and distribution scheduled properly, 3) gate operation conducted properly and 4) water delivery and distribution is conducted properly. The actual outputs were compared with the expected outputs and the result showed that all four outputs were successfully achieved.
Prior to the Workshop, the Study Team conducted a “Validation Survey on Water Delivery and Distribution” to assess the impact of water delivery schedule and gate control introduced by the Study Team. (Details are discussed in the “Capacity Improvement Plan Report”) Respondents of the survey were representatives from the 9 IA’s covering the 5 divisions of Aganan area. Eighty (80) farmers answered the questionnaires for the dry cropping 2001 and one hundred twenty (120) representatives for the wet season 2001. Highlights of the survey results were discussed and confirmed with the IA representatives in the workshop. 69/120 or 86% of the respondents for the dry season and 88/120 or 73% of the respondents for the wet season were aware of the “Bulletin Boards” showing water delivery schedule installed by the Study Team beside the head gates of lateral canals. 70/180 or 87.5% of the respondents were satisfied with the water delivery distribution schedule during the dry season 2001 (Oct. 2000~Feb. 2001). Farmers whose farms are located in the tail end of the canals practice the dry seeding method “Kabsaka” to catch with the cropping schedule. 10/80 or 12.5% who were not satisfied were those whose farm lots are located at the downstream area. Water could reach their farm because canals are silted. The volume of water was sufficient according to the IA representatives. 50/80 or 62.5% of the farmers’ respondents have not paid their ISF for dry crop. Reasons why farmers did not pay ISF are presented below in item 4). Respondents affirmed that water reached their farms timely for land soaking and for land preparation both for dry and wet seasons 2001. Permanent bulletin boards show the specific month and date when to open/close the head gate/check gate, thus the water delivery schedule can be effectively disseminated in farmers, and eventually lead to the increase of irrigated area and yields.
Measures for proper gate control introduced by the Study Team gained positive results. The Study Team, WRFTs and representatives of the concerned IAs jointly prepared a “Job Aid” on gate operation and water delivery schedule detailing the person in charge, the witness and the date and time of opening/closing of head gate/check gate. “Foot Patrol Teams” composed of the chief of the operations section, WRFTs and representatives of IAs were organized to ensure success of water delivery. And simple “Manuals” were also prepared by the Study Team to improve O&M practices to sustain irrigation systems.
V - 15 2) Capacity Improvement Plan for ISF Collection
Four (4) outputs were expected to be achieved by the Capacity Improvement Plan for ISF Collection, i.e., 1) service area is firmed-up, 2) database is updated, 3) skill is enhanced, 4) collection strategy is improved. The actual outputs were compared with the expected outputs and the result showed that outputs 1)~3) were successfully achieved but not output 4).
Prior to the workshop, the Study Team conducted a “Validation Survey on ISF Collection” to assess the impact of the strategy for ISF collection increase. (Details are discussed in the “Capacity Improvement Plan Report”).
“Capacity Improvement Plan for ISF Collection” was implemented aiming to prove that by updating the parcellary maps and the master lists, and reconciling the master lists and the IFRs, the NISO can prevent losses due to understatement in reporting of benefited and exempted areas, the consequent effect of which is the increase in billable area.
(a) Problems encountered in the process of updating parcellary maps
The respondents mentioned that they encountered the following problems in the process of updating parcellary maps: 1) lot sizes shown in parcellary maps do not tally with those found in the field, 2) names of tenant farmers in parcellary maps do not tally with the names of farmers in master lists, 3) it is difficult to secure the cadastral number of lots from the Assessor’s Office.
(b) Problems encountered in the process of reconciliation of master lists with IFRs:
Lot sizes shown in master lists differ from those of the IFRs. Some farmers with IFR are not listed in master lists.
During the implementation of the Capacity Improvement Plan for ISF Collection, the following outputs were produced: 1) parcellary maps are updated, 2) master lists & IFRs are updated.
The decrease of service area is primarily attributed to land conversion. Aganan-Sta.Barbara NISO has been updating parcellary maps and master lists since 1997. Understatement of reported billing and exempted areas has been corrected at the time the Capacity Improvement Plan was introduced.
Lessons learned from the implementation of the Capacity Improvement Plan is the importance of regular updating of three documents (parcellary maps, master lists and IFRs) in so far as control of ISF billing is concerned.
3) Reasons why farmers do not pay ISF & how IA can help in increasing ISF collection
The workshop participants were divided into five groups representing the different IA’s in Aganan area. Reasons common among the participants are: 1) education of children is always the first priority, 2) NIA does not accept collection in kind, 3) untimely arrival of NIA’s collectors, 4) high cost of production, 5) farmers’ tenure status.
V - 16 IA representatives committed themselves to help in convincing their fellow farmers to pay their ISF through intensive collection campaign, enter into Type II contract, convince farmers to pay on time to avail of the 10% discount.
(2) Workshop in Nayom-Bayto NISO
Nayom-Bayto NISO was chosen as a model office in connection with the study on Capacity Improvement Plan. In the 3rd Participatory Workshop the staff analyzed their strengths, weaknesses, opportunities and threats in relation to ISF collection and water management.
The 2nd session for the 9th Participatory Workshop was held involving the staff of Nayom-Bayto NISO aiming at re-assess its weaknesses and threats and to assess the impact of the equipment provided by the Study.
1) Analysis of weaknesses and threats in ISF collection and water management
In the 3rd Participatory Workshop the staff have identified their Strengths, Weaknesses, Opportunities and Threats applying SWOT analysis. Seven months since the start of the implementation of the Capacity Improvement Plan, the staff re-analyzed whether the identified weaknesses and threats remained the same. The lack of equipment was given attention hence the JICA Study provided computer hardware with software and a fax machine to the NISO. Inactive IA’s were attended to and series of meetings and information dissemination were conducted to strengthen the IAs. To some extent, some weaknesses were overcome. The Nayom-Bayto NISO maintains its high performance. It is basically attributed to the commitment and dedication of the staff.
2) Analysis of impact produced by the provision of equipment
The workshop also assessed impact of the inputs provided by the JICA Study. In general the provision of the computer hardware with software and a fax machine is of great help of the NISO. With these inputs the database is regularly updated, bills and statement of accounts are prepared on time and distributed to farmers before harvest season to ensure ISF payments. It also helps in the preparation of POWs and hastens and improves report preparation. The fax machine improved the communication process and reduced communication expenses.
(3) Workshop in UPRIIS District III
The third session was held involving the staff of UPRIIS District III in order to assess the impact of the implementation of the Capacity Improvement Plan for “ISF Collection.”
The actual output was compared with the expected output using the indicators identified in the Project Design Matrix. Increase of ISF collection could not be verified, probably because the cut-off date for dry crop 2001 was July 31, 2001.
1) Capacity Improvement Plan for ISF Collection
The followings are comparisons of expected outputs and actual outputs:
(a) Service area is firmed-up: The office had a hard time securing documentation of declaration of real property from the Assessors Office. Actual field survey
V - 17 should have been done but was not undertaken during the implementation period due to luck of funds.
(b) Data base updated: For the 5 sample IA’s field investigation was conducted and it was found that the lot size shown in the master list differ from that in the IFR. Some farmers with IFR are not listed in the master list. Changes were reflected to the master list database.
(c) Skill is enhanced: The staff were given hands on training on spreadsheet application (MS Excel) using the spreadsheet templates developed by the Study Team. Selected staff attended the GIS training conducted by the Study Team.
(d) Billing procedure is revised: The Study Team recommended the office to revise the existing billing system.
The results of the validation survey on ISF Collection was also discussed in the worrshop. Highlights in the discussion were the problems encountered during the updating of the parcellary maps and in reconciling the master list with the IFRs (details are discussed in Capacity Improvement Plan.)
6.4 Workshop Evaluation
Out of the fifty five (55) participants who attended the 9th Participatory Workshop, fifty (50) submitted their evaluation of the workshop.
In general, the workshop for three (3) NISO were successfully conducted. There was an active participation among the representatives of the NISOs and IAs. The workshop in Aganan especially served as a venue for NIA staff and IA representatives to exchange their views on how to strengthen the O&M and how to increase ISF collection. The workshop in Nayom-Bayto served as a venue for the NISO to evaluate its performance during the Study period. UPRIIS staffs believe that the workshop gave them the chance to assess the problems, find solutions in the implementation of the Capacity Improvement Plan.
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TABLES
Table V.1 The Conceptual Relationship of the Long-term Plan and the Short-term Plans
PDM 1 (The long-term plan) PDM 2 (The short-term plan for Water Management) Narrative Summary Indicators Means of Important Narrative Summary Indicators MoV IAs Verification Assumptions
4. ISF Collection
1-1
About “ISF Collection” Internal Strengths
1. Cooperative To attain target/goal. ------No collection, no salary. 2. Diligent Creation of collection taskforce. 3. Initiative Extra work without additional payment. 4. Team Work Concern & love for work because it’s the source of living. 5. Self-sacrifice Helping others works without being told. 6. Work overtime So that work will not be disrupted. Collectors have collection target in their responsible area. 7. Work religiously Work honestly Work without supervision
8. Self confidence 9. Qualified & competent staff
10. Good leadership 11. Strong and effective management
12. ISF collection activity is prioritized.
13. Well informed ----- Weekly meeting 14. Target plans are well disseminated. 15. Open communication internally and with farmers.
16. Staff accomplishment is well monitored. ------Monitoring system : MC71S.’91(color code) 17. Bills are prepared on time.
18. Good facilities
19. Good services ------ISO is saturated with IAs with O&M contract
20. In good rapport with farmers
21. Farmers willingly pay ISF.
V - 20
Internal Weaknesses
1. Limited resources Spare parts New motorcycles Collection expenses subsidy 2. Limited personnel 3. Lack of equipment
4. Minimal research and development activities 5. Training /seminars for staff & farmers
External Opportunities
1. Strong links with LGUs 2. Effective education to farmers 3. Sufficient trainings for advancement of staff 4. Recruitment of young labor force 5. Proper coordination with other government agencies/NGOs to extent trainings Government agencies : DA, DAR, DENR NGO : ??? 6. Seek assistance from RIO/CO for additional resources & equipment
External Threats
1. Inactive IAs 2. Peace & order situation 3. AO17 4. Environmental degradation (watershed) 5. Land conversion 6. Natural calamities 7. No police power 8. Oil price increases.
V - 21
About “Water Management” Internal Strengths
1. O&M plan, cropping calendar and cropping pattern is well prepared. 2. Water delivery schedule is well implemented. (This is called Rotation of schedule in N-B) 3. Close monitoring of water schedule. ----- Foot patrol after office hours, voluntary 4. Good maintenance of irrigation canal & facilities ----- Type 1 contract 5. Installation of staff gauges 6. Water re-use ----- drainage water is re-used with check gates 7. Regular meeting ----- coordination meeting with IAs
Internal Weaknesses
1. Unauthorized and/or illegal diversion 2. Defective tertiary level facilities 3. Series of turn-outs 4. Lack of tertiary level facilities
External Opportunities
1. Effective education to farmers to change their attitudes & values 2. Improvement of tertiary level facilities 3. Additional improvement of existing canals 4. Consolidation of turn-outs 5. Further education on water management 6. Modern apparatus to use in monitoring/recording water discharge at main/lateral canals
External Threats
1. Quarrying within restricted zone 2. Peace & order situation 3. Destruction of watershed
V - 22 Table V.3 PDM of Short-term Capacity Improvement Plan for “ISF Collection” for UPRIIS District III
Duration : 3 months (20 November, 2000 ~ End of February, 2001) Target Area : 1000ha of 5 IAs
Narrative Summary Indicators Means of Verification Important Assumptions
1. Service area is firmed-up. maps with updated ones. documentation of 2. Database is updated. 1. Compare old IFRs with declaration of real 3. Skill is enhanced. updated ones. property 4. Billing procedure is revised. 1. Number of farm lot size assessors’ office. None and area. 1. Field observation. 2. Updated database. 3. Reports and computer outputs. 4. Revised billing collection manual.
1.1 Inventory taking of farm lots within the 1000ha sample area. 1.1.1 Analysis of inventory records and deciding on farm area. 1.1.2 Require conformity of farmers for revised area. -Computer 1.1.3 Confirmation of the existing data of parcellary maps. -Printer None 1.2 Verification of lot sizes from farmers. -Fax machine
-Supplies and materials 1.3 Drawing and printing of updated parcellary maps. Maylar, technical pens, computer paper, ribbons,
lettering set (Leroy), Gestetner ink, bond papers ------2.1 Reconciliation of IFR (as to no. of lots and sizes) based on updated master list. 2.1.1 Coordination between WMT and billing clerk regarding the reconciliation of IFR & master list. 2.2 Prepare statement of account of individual farmers.
2.3 Update of master list based on the updated parcellary maps.
------ - Inputs are available 3.2 Train ISO staff in computer operation. on time. 3.3 On-the job training in word processing and spreadsheet application. ------File Conversion - Design and development of templates for LIPA, LLTCF and ALLP. - Encoding of data on developed templates. ------4.1 Proposal of revised procedure. 4.2 Discussion on the revised billing procedure. 4.3 Design and development of a revised billing and collection manual. V - 23 Table V.4 PDM of Short-term Capacity Improvement Plan for “Water Management” for Aganan-Sta.Barbara NISO Duration : 3 months (20 November 2000 ~ End of February 2001) Target Area : Aganan NIS Division 3 (900ha / two IAs) Narrative Summary Indicators Means of Verification Important Assumptions - Cropping intensity is increased. 1. Copping calendar is prepared. (Completed.) 2. Water delivery & distribution schedule is prepared. (Completed.) 3. Gate operation is conducted properly. 4. Water delivery & distribution is conducted properly. ------Computer 2. To confirm the water delivery & distribution schedule. -Printer -Fax machine ------3.1 To prepare simple instruction materials for gate operation. 3.2 To do the on-the-job training on proper gate operation to WRFs, ------4. To do foot patrol when necessary. V - 24 Table V.5 PDM of Short-term Capacity Improvement Plan for “ISF Collection” for Aganan-Sta.Barbara NISO Duration : 3 months (20 November, 2000 ~ End of February, 2001) Target Area : Aganan NIS Division 3 (900ha / two IAs) Narrative Summary Indicators Means of Verification Important Assumptions 1. Service area is firmed-up. (Completed.) maps with updated ones. documentation of 2. Database is updated. (In the process.) 1. Compare old IFRs with declaration of real 3. Skill is enhanced. updated ones. property assessors 4. Billing procedure is revised. 1. Number of farm lot size office None 5. Collection strategy is improved. and area. 1. Field observation. 2. Updated database. 5. Collection report 3. Reports and computer outputs. 4. Revised billing collection manual. 5. Number of farmers who willingly pay ISF. 0. Baseline data survey to determine the indicator for Project Purpose. -Computer ------Printer None 1. Confirmation of firmed-up service area. -Fax machine ------2. Confirmation of updated database. ------3.1 Train ISO staff in computer operation. 3.2 On-the job training in word processing and spreadsheet application. ------File Conversion - Design and development of templates for LIPA, LLTCF and ALLP. - Encoding of data on developed templates. None ------4.1 Proposal of revised procedure. 4.2 Discussion on the revised billing procedure. 4.3 Design and development of a revised billing and collection manual. ------5.1 Utilize IAs in ISF collection. - IAs enter contract among TSA groups. - Combined efforts of NIA personnel with IAs. 5.2 Intensive monitoring of ISF collection performance. 5.3 Provision of other support services. - IGP: Income Generation Project - CBU Bldg.: Capital Build-Up Building - TEP: Technology Enhancement Program 5.4 Post harvest facilities can be availed by farmers who pay ISF. 5.5 Encourage payment of current account. V - 25 Table V.6 Logical Framework for NIA’s Management Strengthening Plan Narrative Summary Objectively Verifiable Means of Verification Important Indicators Assumptions National Level Goal I. Statistics of Bureau of Agricultural Statistics I. Self-sufficiency rate in rice (BAS) I. Self-sufficiency rate in rice is increased II. Poverty incidence is II. Farmers’ Income & II. Poverty in rural area is alleviated decreased Expenditure Survey Report Sector Level Goal - Market price of rice is - Farmers’ Income & not slumped - Crops Yield is increased Expenditure Survey Report - Market price of agricultural inputs and Production/productivity of irrigation farmers labor cost is not is increased jack-upped Agency Level Goal - Delivery of right amount of Delivery of irrigation services to farmers is water on right time improved Project Purpose - Financial viability index is - Financial Statement - No serious damage by positive - Performance Evaluation natural calamity, pest or Financial and Technical viability* of NIA is - Cropping Intensity is Report rats improved increased Outputs 1 Lean but strong 1 NIA Corporate Culture - Rainfall is not organization Survey drastically changed by 1. NIA organization is strengthened 2 Total income 2 Financial Statement irregular weather like El 2. Income is increased 3 Total cost 3 Financial Statement Nino or La Nina 3. Cost is reduced 4 Number of accomplished 4 Project Accomplishment - Watershed maintains 4. Project implementation is improved projects Report capacity of holding 5. O&M is strengthened 5 Irrigated area 5 O&M Report water 6. IA is strengthened 6 Number of active IA 6 IA Functionality Survey Report Activities 1.1 Consolidate the NIA management system 1.2 Restructure NIA organization 1.3 Implement a training and retooling program ------2.1 Increase income from ISF 2.2 Increase income from other sources ------3.1 Reduce the functional duplication and staff redundancy of NIA 3.2 Accelerate the retirement program 3.3 Strengthen the NIA’s subsidiary business and relocate staff to it ------4.1 Transfer functions (PDD, DSD, SMD & IDD) to RIO 4.2 Strengthen the capability of planning and monitoring/supervising 4.3 Facilitate the project execution by Pre-conditions eliminating obstacles in procurement, ROW Inputs and others ------GOP and LGU provide 5.1 Set-up O&M fund to secure the regular - GOP allocates the necessary fund for activities political support and maintenance of facilities and rehabilitation of (ex. In order to finance retirement and training programs, GOP commitment NIS provides a continuing fund for the 5-year restructuring - Leadership of top 5.2 Provide adequate equipment for O&M of program.) management of NIA NIS - Ownership of the NIA’s ------Services (consultants/experts in institutional development, Management 6.1 Prepare and implement a turnover (IMT) finance & accounting, auditing, corporate management, Strengthening among program of NIS or laterals to IA/CIA operation management, irrigation facilities, GIS, MIS, etc.) NIA staff 6.2 Monitor IA activities - Good governance 6.3 Hire an independent institution (e.g. an - Equipment and materials for construction and O&M - No populist politics academic institution such as an university) to - No political conduct an assessment of IA development to interventions determine the deficiencies of NIA’s efforts - Consistent agricultural 6.4 Find legislative measure to fully fund development policy & institutional development and sustenance of strategies IA 6.5 IDO must have permanent appointment * technical viability : quality of service 1) skills (human resource), 2) system’s operation V - 26 Activities and Sub-activities 1. NIA organization is strengthened 1.1 Consolidate the NIA management system (1) Restructure the Corporate Board of Directors (CBOD) → Possible. However it needs some legislative measures. 1) Strong Technical Secretariat for CBOD 2) Delegation of attendance to BOD meetings should be limited to 2nd highest ranking officials 3) BOD private sector representative must come from IA 4) Enforce RA 7607 re:NCIA President to occupy seat in BOD (2) Strengthen the management support system (focus on Corplan) (3) Improve the management information system (MIS) 1) Computerize MIS 2) Maintain computerized MIS 3) Develop & improve data base 4) Use MIS for decision making, planning, etc. 5) Recruit/hire additional programmers at EDP 6) Provide & install internet for RIO nation wide (4) Strengthen the auditing function (to be independent = directly under the Administrator’s Office) 1) Restructure internal audit system (5) Others 1) Review, monitor, rewrite and strengthen Policy 2) Provide term tenure ship to AA (CESO : Career Executive Service Officer) 3) Implement laws on merit promotion program 4) Implement devolution effectively 5) Impose sanctions on erring officials & employees 6) Develop doable career development plan 7) Provide good career pattern & incentives (fringe benefit, bonus etc.)for NIA personnel 8) Strict implementation of EO439 s.1995 (about promotion) 9) Recruit young qualified/competent personnel 10) NIA must have effective/working monitoring & evaluation system as tool in (a) determining/measuring performance of offices (b) policy & decision making 1.2 Restructure NIA organization (1) Integrate the organizational units (Functional analysis of offices prior to merging is required.) 1) Merger overlapping units in CO 2) Regroup RIOs 3) Delegate the CO power and functions to RIO 4) Carry out devolution of CIS to LGU (MOA is needed between NIA and DILG) 5) Create one irrigation responsibility center (PIMO) for the operations and management of NIS by integrating NISO and PIO(Further study is required in terms of financial viability. Ex. 5 years after merging, Region 3 has no impact.) 6) Consolidate the supporting structure for IA and LGU V - 27 (2) Prepare and implement an effective/attractive retirement program 1) Explore possibility of borrowing funds for early retirement program from WB, ADB or JBIC as program/development loan (3) Transfer or re-assign redundant personnel 1.3 Implement training and retooling program (include Human Resource Development → fund is needed) 2. Income is increased 2.1 Increase income from ISF (1) Restore the ISF rate to 1975 rate (1st step) 1) Increase the ISF rate to market base (2nd step) (2) Increase ISF collection efficiency up to 60% on the national average 1) Entrust or contract out ISF collection to a private sector including the regrouped IA (CIA) → Not accepted by the participants Alternative for 1) : Review & strengthen policy on IA’s ISF collection under Type 2 contract 2) Develop strong & effective collection strategies 3) Intensify annotation program 4) Strengthen internal audit on ISF collection in irrigation systems and PIO 5) Collect ISF arrears by court actions (3) Amend certain ISF related policies 2.2 Increase income from other sources (1) Promote subsidiary businesses 1) Lease idle equipment 2) Lease idle buildings (2) Increase Management Fee rate to 10% 1) Collect the right amount of 5% Management Fee (3) Accelerate disposal of non-performing asset 1) Maximize disposal of unserviceable equipment 2) Accelerate disposal of non-performing land 3. Cost is reduced 3.1 Reduce/Eliminate the functional duplication and staff redundancy of NIA 3.2 Accelerate the retirement program 3.3 Strengthen the NIA’s subsidiary business and relocate staff to it 3.4 Establish a standard V - 28 3.5 National government shoulders or subsidizes maintenance cost for completed major structures (dams, roads) 4. Project implementation is improved 4.1 Transfer functions (PDD, DSD, SMD & IDD) to RIO → Not accepted by the participants Alternative for 4.1 Strengthen RIO to have capability in planning & design by transferring or reassigning redundant staff 4.2 Strengthen the capability of planning and monitoring/supervising (1) Collaborate with concerned Agencies/stakeholders in addressing the watershed & environmental problems affecting NIA’s system (DENR, LGU, etc.) 4.3 Facilitate the project execution by eliminating obstacles in procurement, ROWA and others (1) Train members of Bidding Award Committee (BAC) and technical secretariat (2) Let PDI to handle/monitor all construction related activities, eliminating duplication of functions with SOEM 4.4 Encourage private sector to participate in irrigation implementation 1) Build & Operation & Transfer (BOT) 2) Build & Transfer (BT) 3) Build & Operation & Own (BOO) 5. O&M is strengthened 5.1 Set-up O&M fund to secure the regular maintenance of facilities and rehabilitation of NIS Revision of 5.1 Set-up adequate O&M/emergency funds to secure the proper operation and regular maintenance as well as the rehabilitation/restoration of NIS facilities 5.2 Provide adequate A1 equipment for O&M of NIS (1) Implement MC10s99 on “Equipment Group Pooling” in field offices 5.3 Improve MIS on O&M 5.4 Enforce legal sanction on illegal diversion and other prohibited activities (1) Coordinate with LGU in checking water distribution V - 29 5.5 Set aside a part of equipment rental collected to establish “Equipment Trust Fund” for equipment repair & maintenance 5.6 NISO must concentrate only on O&M activities (contradicting) SOEM must concentrate only on O&M activities (contradicting) Repair & rehabilitation must be done by RIO (contradicting) 5.7 Firm up & update irrigated area regularly 6. IA is strengthened 6.1 Prepare and implement a turnover (IMT) program of NIS or laterals to IA/CIA (1) Develop and implement a workable and effective IA strengthening program of IMT (2) Conduct trainings for both officers & members of IA (3) Conduct on-the-job trainings instead of classroom type (4) NIA finance group trains IA on financial management 6.2 Monitor IA activities (1) Develop a system to measure effectiveness of IA (2) Carry out internal audit on regions and systems (3) Audit IA cashbooks (4) Accountant in RIO (senior management analyst) audit IA (5) Include a penal code in the MOA between NIA and IA 6.3 Hire an independent institution (e.g. an academic institution such as an university) to conduct an assessment of IA development to determine the deficiencies of NIA’s efforts → Not accepted by the participants Alternative 6.3 NIA internal audit conduct regular IA assessment (This is stipulated in MOA between NIA and IA on Type 2 contract.) (1) Assess not only failure but also success in IDP implementation 6.4 Find legislative measure to fully fund institutional development and sustenance of IA (Part of the program is included in GAA) 6.5 Institutional Development Officers must have permanent appointment. V - 30 Table V.7 Implementation Schedule for NIA’s Management Strengthening Plan Programs and Projects 1. Strengthening of NIA’s Organization is 1.1 Consolidation of the NIA’s management system (1) Restructuring of the Corporate Board of Directors (CBOD) 1) Strong Technical Secretariat should be a member of CBOD 2) BOD private sector representatives must come from IA 3) Enforce RA 7607 re:NCIA President to occupy seat in BOD (2) Strengthening of the management support system focusing upon Corplan (3) Improvement of the management information system (MIS) 1) Computerize MIS 2) Maintain computerized MIS 3) Develop & improve data base 4) Use MIS for decision-making, planning, etc. 5) Recruit/hire additional programmers at EDP 6) Provide & install internet for RIO nation wide (4) Improvement of the financial system 1) Improve Accounting System 2) Improve Budgeting system 3) Improve Financial Forecasting System 4) Improve Bidding System 5) Improve Tariff Formulation System (5) Strengthening of the auditing function 1.2 Restructuring of NIA’s organization (1) Integration of the organizational units (Functional analysis of offices prior to the merging is required.) 1) Merger overlapping units in CO 2) Regroup RIOs 3) Delegate the CO power and functions to RIO 4) Carry out devolution of CIS to LGU (MOA is needed between NIA and DILG) 5) Create one irrigation responsibility center (PIMO) for the operations and management of NIS by integrating NISO and PIO 6) Consolidate the supporting structure for IA and LGU (2) Preparation and implementation of effective/attractive retirement programs 1) Explore possibility of borrowing funds for early retirement program from WB, ADB or JBIC as program/development loan (3) Transfer or re-assignment of redundant personnel 1.3 Implementation of training and retooling programs (including Human Resource Development) V - 31 2. Income Increase 2.1 Increase income from ISF (1) Restoration of the ISF rate to 1975 rate (1st step) 1) Increase the ISF rate to market base (2nd step) (2) Increase of ISF collection efficiency up to 60% on the national average 1) Review & strengthen policy on IA’s ISF collection under Type 2 contract 2) Develop strong & effective collection strategies 3) Intensify annotation program 4) Strengthen internal audit on ISF collection in irrigation systems and PIO 5) Collect ISF arrears by court actions (3) Amendment of ISF related policies 2.2 Increase income from other sources (1) Increase of the Management Fee rate to 10% 1) Collect the right amount of 5% Management Fee (2) Acceleration of disposal of non-performing asset 1) Maximize disposal of unserviceable equipment 2) Accelerate disposal of non-performing land 3 Cost reduction 3.1 Elimination of the functional duplication and staff redundancy of NIA 3.2 Acceleration of the retirement programs 3.3 Establishment of cost standard 4. Improvement of project implementation 4.1 Transfer of functions (PDD, DSD, SMD & IDD) to RIO 4.2 Collaboration with concerned Agencies/stakeholders in addressing the watershed & environmental problems affecting NIA’s system (DENR, LGU, etc.) 4.3 Facilitation of the project execution by eliminating obstacles in procurement, ROWA and others 4.4 Strengthening of Bidding Award Committee (BAC) and technical secretariat 4.5 Elimination of functional duplication of PDI and SOEM to let PDI to handle/monitor all construction related activities, 4.6 Encouragement of participation of private sector in irrigation implementation 1) Build & Operation & Transfer (BOT) 2) Build & Transfer (BT) 3) Build & Operation & Own (BOO) V - 32 5 Strengthening of O&M 5.1 Set-up of an adequate O&M/emergency funds to secure the proper operation and regular maintenance as well as the rehabilitation/restoration of NIS facilities 5.2 Establishment of “Equipment Trust Fund” for equipment repair & maintenance by setting aside a part of equipment rental collected 5.3 Provision of adequate A1 equipment for O&M of NIS 1) Implement MC10s99 on “Equipment Group Pooling” in field offices 5.4 Improvement of MIS for O&M 5.4 Enforcement of legal sanction on illegal diversion and other prohibited activities 1) Coordinate with LGU in checking water distribution 5.6 Elimination of functional duplication on O&M NISO must concentrate only on O&M activities SOEM must concentrate only on O&M activities Repair & rehabilitation must be done by RIO 5.7 Firm up & update irrigated area regularly 6 Strengthening of IA 6.1 Preparation and implementation of a turnover (IMT) program of NIS or laterals to IA/CIA (1) Develop and implement a workable and effective IA strengthening program of IMT (2) Conduct trainings for both officers & members of IA (3) Conduct on-the-job trainings instead of classroom type (4) NIA finance group trains IA on financial management 6.2 Monitoring of IA activities (1) Develop a system to measure effectiveness of IA (2) Carry out internal audit on regions and systems (3) Audit IA cashbooks (4) Accountant in RIO (senior management analyst) audit IA (5) Include a penal code in the MOA between NIA and IA 6.3 Regular IA assessment by the NIA internal audit (1) Assess not only failure but also success in IDP implementation 6.4 Finding of legislative measures to fully fund institutional development and sustenance of IA (Part of the program is included in GAA) V - 33 APPENDIX VI STUDY ON INTEGRATION OF REGIONAL OFFICES AND PROVINCIAL OFFICES / NISO APPENDIX – CHAPTER VI STUDY ON INTEGRATION OF REGIONAL OFFICES AND PROVINCIAL OFFICES/NISO TABLE OF CONTENTS Page 1. Integration of Region III and UPRIIS Operation Office (Case Study) ...... VI - 1 1.1 Review of Present Organizational Structure and Responsibilities ..VI - 1 1.2 Proposed Integration of Region III and UPRIIS…………… ...... VI - 5 1.3 Financial Effects...... VI - 9 2. Integration of Pampanga PIO and Porac-Gumain NISO ….………...... VI -10 2.1 Review of Present Organizational Structure ...... VI -10 2.2 Proposed Integration of PIO and NISO………………...... VI -11 2.3 Financial Effects ………………………………………...... VI -13 3. Restructuring District Offices…………………………………………...... VI -13 3.1 Review of Organizational and Functional Structure………… ...... VI -13 3.2 Proposed Organizational Structure of the Dam and Reservoir Division ...... VI -14 3.3 Financial Effects ………………………………...... VI -15 LIST OF TABLES Page Table VI.1.1 Assessment of Divisional Responsibilities of Region II Office...... VI -16 Table VI.1.2 Present Personnel of Region III and UPRIIS Operations Office ....VI -17 Table VI.1.3 Proposed Staffing Pattern for Combined Region III and UPRIIS Operations Office……………...... VI -19 Table VI.1.4 Estimate of Redundant Personnel for Combined Region III and UPRIIS Operations Office……………………… ...... VI -21 VI - i Table VI.2.1 Existing Manpower Complement of PIMO Pampanga ...... VI -22 Table VI.2.2 Proposed Staffing Pattern for PIMO Pampanga …...... VI -23 Table VI.2.3 Estimate of Redundant Personnel of PIMO Pampanga………...... VI -24 Table VI.3.1 Existing Personnel of UPRIIS District Offices ……………… ...... VI -25 Table VI.3.2 Existing Manpower of Dam and Reservoir Division, UPRIIS ...... VI -26 Table VI.3.3 Proposed Staffing Pattern for UPRIIS District Offices………...... VI -28 Table VI.3.4 Proposed Staffing Pattern on Dam and Reservoir Division, UPRIIS District III…………………………………………… ...... VI -29 Table VI.3.5 Redundant Personnel for UPRIIS District Office……………… ...VI -31 Table VI.3.6 Estimate of Redundant Personnel, Dam and Reservoir, UPRIIS....VI -33 LIST OF FIGURES Page Figure VI.1.1 Existing Organizational Structure of Region III and UPRIIS ...... VI -34 Figure VI.1.2 Organizational Framework for Implementation and Operation and Maintenance of NIS……………………………………… .....VI -35 Figure VI.1.3 Proposed Organizational Structure of Combined Region III and UPRIIS………………………………………… ...... VI -36 Figure VI.2.1 Existing Organizational Structure of PIMO ………...... …VI -37 Figure VI.2.2 Proposed Organizational Structure of PIMO Pampanga …… ...…VI -38 Figure VI.3.1 Existing Organizational Structure of UPRIIS District Offices ...... VI -39 Figure VI.3.2 Existing Organizational Structure of UPRIIS Dam and Reservoir Division ...... VI -40 Figure VI.3.3 Proposed Organizational Structure of UPRIIS Dam and Reservoir Division ...... VI -41 VI - ii CHAPTER VI STUDY ON INTEGRATION OF REGIONAL OFFICES AND PROVINCIAL OFFICES/NISO 1. Integration of Region III and UPRIIS Operations Office (Case Study) 1.1 Review of Present Organizational Structure and Responsibilities 1.1.1 Mandate of Regional Offices The basic mandate of the Regional Offices is essentially to oversee the performance of the field operations composed of the provincial irrigation offices (PIOs) and the national irrigation systems offices (NISOs). Broadly included in the mandate is the supervision of the construction of foreign-assisted projects. The latter function, however, is being superficially performed by the RIOs as the Central Office (CO) has direct control and supervision in the construction of foreign-assisted projects through the specially created project management offices (PMOs). In the supervision of national irrigation systems, this is likewise loosely treated as dam and reservoir types of irrigation systems have established their operations offices similar to the structure of the RIOs, notable cases of which are UPRIIS and MARIIS. 1.1.2 Organizational and Administrative Linkages Region III and UPRIIS Operations Office have exactly the same organizational structure as shown in Figure VI.1.1. Region III is composed of 6 divisions, while UPRIIS operations office is made up of 4 divisions. The reduction of division in UPRIIS was necessitated by the acute lack of manpower since originally UPRIIS had the same divisions as the RIO. These offices are basically performing staff support in the form of coordination and technical assistance to the lower offices. In the case of Region III, this implies support to the PIOs and NISOs, while UPRIIS is focused on the 4 District Offices, including the dam and reservoir division. UPRIIS operations office is likened as the overseer in terms of water allocation policy among the 4 District Offices. In the organizational hierarchy, Region III and UPRIIS operations offices are organizational layers whose existence are dependent on financial support, in the form of ISF collection, coming from the NISOs and District Offices. They are essentially cost centers. The financial viability of their existence is being threatened unless there are opportunities for generating their own revenues as the NISOs and District offices have also been saddled with poor collection of ISFs. It is to be noted that 15 per cent of the ISF collections of the District Offices are being used to pay the personnel and overhead costs of UPRIIS Operations office, while 20 per cent of the NISOs’ ISF collections are used to defray the personnel and overhead cost of Region III. 1.1.3 Administrative Workload In terms of responsibility, Region III is directly assisting the 6 PIOs and 9 national irrigation systems. UPRIIS operations office, on the other hand is confined to the 4 District offices and the Dam and Reservoir Division. UPRIIS operations office is almost equivalent to Region III, where both offices independently report to the CO. A comparative profile of the scope of VI -1 responsibility of the two offices is given below. Obviously, UPRIIS operations office has the bigger scope in terms of service area. This may have greatly influenced the decision to establish an operations office. In the global context of water resource development in the region, Region III has the overall supervision responsibility, however. Size in terms of irrigation service area, complexity of the irrigation system, and geographic accessibility have apparently dictated the establishment of two separate offices whose main concern is support and technical assistance to proper O and M of national irrigation systems. At the beginning, this was not a serious problem, but now that direct subsidies from the CO to the regions and UPRIIS have been eliminated, the cost of maintaining two separate offices within the same regional confines has indeed become prohibitive. This observation is also true in the case of smaller regions that have individually maintained separate offices. Political rather than economic consideration has been the primordial reason for the establishment of the offices. Region III and UPRIIS operations office, as well as Region II and MARIIS are perfect examples of compartmentalized workload. To a certain extent, this is advantageous as there is focus of work and this may be equated to specialization. However, a closer review of this is the perceived absence of integrative planning and coordination on a geographic standpoint because both offices are co-equal and do not share the same horizon and perspective. Physically, this is quite evident in Region III and UPRIIS where the offices are located far apart unlike in Region II and MARIIS where they are housed under one roof. In effect, there is hardly any synergy of activities between Region III and UPRIIS. Scope of Work and Supervision Region III UPRIIS Operations Office PIOs (CIS) Service Area (ha) District Offices Service Area (ha) 1 Bataan District I 24962 2 Pampanga District II 23913 3 Nueva Ecija District III 29846 4 Tarlac District IV 23811 5 Zambales Dam and Reservoir NISOs 1 Angat-Maasin 31485 2 Camiling 8580 3 Bucao 1231 4 Colo-Caulaman 1021 5 Nayom-Bayto 1948 6 Nueva Ecija PIS 1313 7 Porac-Gumain 4004 8 Sto. Tomas 3924 9 Tasmoris 13297 Source: NIA Region III and UPRIIS VI -2 1.1.4 Divisions Region III A brief assessment of the functions of the 6 divisions of Region III is summarized in Table VI1.1 The divisions are essentially the counterpart of departments in the CO. The assessment pointed out the following observations: (a) Distinct functional relationship among the technical divisions (engineering, operations, equipment and IDD) is quite loose given the degree of overlapping among them. For instance, engineering and operations have respective responsibility in design of new construction and repairs and rehabilitation projects, respectively. Similarly, operations and institutional development have both responsibilities in training irrigation end-users and field officers. With the new thrusts on IMT and devolution, these responsibilities are likely to be fragmented if the same functional divisions are maintained. The need to fuse overlapping divisions becomes deemed imperative. (b) Equipment management division (EMD) is a revenue earner to the extent that there are projects. Without projects, EMD is likened as simply a motor pool of idle and mothballed equipment. Region III may be an exception, although based on the financial reports, income from equipment rentals has not been promising. Maintaining it as a division needs a closer review. Subsuming it under the engineering division to minimize redundancy also merits consideration. (c) Administrative is generally concerned with routine day-to-day administrative transactions. It can be expanded to assume the role of the finance and management division. Given this dimension, the finance and management division can be part and parcel of the administrative division. The basic weakness of the divisional structure in Region III (which is generic to the Regional Offices and even to the CO) is the individualized nature of the divisions. Each division is doing its day-to-day functions, but not a single division is doing planning and investigative functions relative to shifting time dimensions that would allow the office to respond for changed conditions. Pieces of information coming from the various divisions go directly to the Regional Manager without the benefit of being analyzed from strategic and operational viewpoints. A support staff directly attached to the office of the Regional irrigation manager is plainly doing public relations. Communal irrigation projects transferred to the LGUs, for instance, has been totally abandoned (except for foreign-assisted projects) when in fact the Region could establish a technical assistance relationship with the LGUs. Under this circumstance, the Region could continue generating projects for and in behalf of the LGUs and the latter could reimburse for the services rendered through the GESA. This scheme could certainly defray part of the overhead cost of the Regions. Essentially, the divisions’ modes of doing their work invariably suffer from short sightedness. VI -3 UPRIIS Operations Office The functions of UPRIIS Operations Office’ divisions are essentially similar to Region III. The only difference is the administrative workload. As earlier pointed out, UPRIIS is only responsible for the irrigation service area of the Upper Pampanga systems of close to 100,000 ha. The number of divisions has been reduced into 4 from 6 by fusing engineering and operations divisions and administrative and finance divisions as shown in Figure 1.1. UPRIIS has gone ahead with its streamlining informally out of necessity. For one, it can not maintain its usual structure due to manpower depletion and acute lack of financial resources to pay for personnel salaries. UPRIIS operations office is practically relying on the ISF contributions of the District Offices. Its equipment division can not generate enough revenues as major rehabilitation and repair works have been very small for UPRIIS, in general, over the past several years, as evidenced by the deteriorating condition of the system’s roads, canals and laterals. The merging of 4 divisions into 2 was a good step. Notwithstanding with the reduced divisions, UPRIIS does not have any distinct advantage over the divisions in Region III, however. The merging was physical and nothing was new with respect to functions and thrust vis-à-vis future direction of UPRIIS and other adjacent river basin projects. The operations office whose divisional structure is patterned after the Regional offices may not all be essential if the concern is mere coordination and water planning about the needs of the District Offices and the Dam and Reservoir division. Such a responsibility can be equally performed by a smaller office (rather than an operations office) placed directly under the ambit of Region III. 1.1.5 Manpower Complement The comparative manpower complement is given below. Of particular importance is the number of permanent employees. Region III and UPRIIS do not differ significantly in the number of authorized (permanent) personnel. But in terms of the number of filled-up, Region III is still intact with 76 per cent of its personnel or 103 people still available. UPRIIS has to date only 53 people or 43 per cent of the authorized personnel. Including the daily/contractual personnel, Region III has about 121 people while UPRIIS has about 76 people. There are important implications about the extent of available permanent personnel. In terms of staffing, the permanent are the people who are secured vis-à-vis the daily/contractual who can only be employed subject to availability of project funds. (a) In Region III, there is concentration of personnel in the equipment and management and administrative and finance divisions. Only a handful is available for the more important and technical divisions like engineering, operations and IDD. Although this is borne out by the original design of the staffing pattern (authorized), the degree of importance of maintaining such cadre of personnel for the concerned divisions may no longer be essential given the following considerations. Deployment of personnel under equipment and management division, for one, is contingent on the extent of projects being undertaken. Under this circumstance, VI -4 personnel can be mobilized on a job order basis which can be cheaper than maintaining permanent personnel as they can be employed and/or terminated on need basis. In the case of administrative and finance, the high number of employees is mainly composed of accounting processors, clerks, utility workers, and security guards (Table VI.1.2). (b) In UPRIIS, the manpower issue is entirely different from Region III. It has retrenched to the extent that only 40 per cent of the permanent items are filled up. It has only 9 people in equipment and management division and 20 people in administrative and finance division. Engineering and operations combined have only 8 people or 50 per cent of the authorized, while IDD has only 9 out of 12 people. The step taken by UPRIIS was borne out of necessity. If UPRIIS, in general, could go on with this magnitude of manpower, further reduction of its personnel is arguably not going to pose a major constraint in the context of integration. Comparative Manpower Complement of Region III and UPRIIS Region III UPRIIS Authorized Filled-up Authorized Filled-up 1 Regional/Operations Manager Office 3 3 11 4 2 Engineering Division 18 12 16/a 8/a 3 Operations Division 11 9 4 Institutional Devt. Division 11 9 19 12 5 Equipment Management Division 40 29 39 9 6 Administrative Division 30 22 38/b 20/b 7 Finance and Mgt. Division 23 19 Total Permanent 136 103 123 53 Add: Daily/contractual 18 23 TOTAL 121 76 /a Combined with operations division /b Combined with finance and management division Source: Ref. Table 1.2 1.2 Proposed Integration of Region III and UPRIIS If only to eliminate the weaknesses cited above, the integration of Region III and UPRIIS merits favorable consideration. The following considerations are cited: VI -5 (a) Region III (and possibly the other Regional offices) will have to undergo organizational strengthening in view of the weaknesses of its structures. The divisions will have to be reorganized congruent with the new challenges such as devolution, decentralization and IMT. This reorganization should globally be taken in parallel with the absorption of UPRIIS to establish a unified structure. (b) UPRIIS operations office is essentially crippled with its depleted manpower. Annexing it with Region III offers an alternative form of pooling its depleted manpower and thus regaining its strategic importance in the planning for UPRIIS. (c) The consolidation of revenue-generating assets, and eliminating redundant structures/divisions of two separate offices to meet the new challenges in the development of national irrigation systems and technical support to the LGUs is essential to ensure financial viability. (d) A single office overseeing the entire irrigation and water resource development offers ease in the coordination and attainment of integrated planning and technical assistance within the same geographic region. The contribution of UPRIIS’ waste- water, for instance, to supplement supply to the other systems during critical periods can be planned and implemented under a unified structure. 1.2.1 Organizational Framework In presenting the proposed integration plan, it is important to discuss the organizational framework presented in Figure VI.1.2. The framework stresses the distinct role that the regional and provincial irrigation management offices will perform under the proposed strengthening of NIA’s management systems. The regional offices (e.g. Region III) are envisaged to do project preparation and execution. This would mean assuming most of the responsibilities that the CO used to do before. Under the proposed framework, the special project offices or project management office (PMO) will now be directly under the regional offices. The PIMO will focus on operations and maintenance and will not be involved in any construction activity. The reason is simply to give attention to O and M, an activity that has been neglected because of the priority given in favor of construction under the old organizational arrangement. With the transfer of communal irrigation projects to the LGUs, construction activity by the provincial offices will certainly disappear except maybe in special foreign-funded projects. The new role being given to the regional and PIMO offices is essential in the context of decentralization, and would justify their continued existence. There are basic principles that should be met to activate these offices: (a) The Region and the PIMO/District Offices should be adequately provided with budget. They can do so by giving them greater authority, generate revenues, and operate as semi-autonomous profit centers. Cross subsidization among the offices should be discouraged to allow flexibility in the use of their revenues, especially for maintenance of the systems. VI -6 (b) While greater autonomy is proposed for these offices, accountability should also be co-existent with greater freedom. This means that control in the use of funds will be given prime consideration. Within the offices, appropriate systems and oversight committees composed of government and non-government representatives will be created to ensure transparency in the bidding and approval of contracts. (c) The manpower should be adequately compensated to ensure morale. It is thus proposed that the new staffing will be upgraded and will be only composed of qualified and competent staff competitive with the staffing structure of similar agencies. 1.2.2 Proposed Organizational Structure The proposed organizational structure of the integrated office is given in Figure VI.1.3. The proposed structure is composed of three (3) major services and/or divisions with Region III as the surviving institution. This structure is also proposed for the other consolidated regional offices. The divisions have been upgraded to have the equivalent of department in the CO by virtue of greater responsibilities. The reduction in the number of divisions should not be construed as diminution of responsibilities but rather part of unifying the functions and responsibilities aimed at producing synergistic effect. Thus, under the proposed structure corresponding adjustments relative to line and staff authority, manpower and compensations were made. The engineering, operations and administrative services comprised the new divisions. Equipment and management was placed under engineering; institutional development division was fused with operations, while finance and management was put under administrative. A small unit directly under the office of the Regional Director is the planning and monitoring which will serve as the instrument of control. 1) Engineering Services The bulk of activities under project preparation and execution are essentially physical infrastructures and civil works, and these will be carried out under the engineering services. Specific activities are: (a) Planning and investigation (b) Design and specification (c) Feasibility study (d) Construction management (e) Contract preparation and supervision (f) Equipment management The engineering services will assume the responsibilities of the PDD under a decentralized and consolidated structure. It is to be noted that a number of these activities will be contracted out to reputable institutions, and thus the engineering services will be greatly involved in selection and evaluation works. VI -7 The importance of good planning and adhering to the plan can not be overemphasized. This is the very essence of decentralizing project preparation and implementation so that the requirements can be calibrated appropriately and avoid costly delays. The engineering services will be staffed with competent engineers and economists and will be managed by services/division manager equivalent to the rank of a department manager. A principal engineer will head each section. 2) Operations Services The importance of operations services is essential especially in the institutional aspects of systems and water management. This division will be given the premier role of designing and coordinating innovative aspects of physical and institutional aspects of water delivery and allocation, including ISF. The division will combine the functions of the former operations and IDD. Institutional development will be given a new dimension in view of the importance of the IAs in the maintenance of the systems under the IMT. Specific activities under the heading of operations are: (a) Systems management (b) Water management (c) IAs technical and managerial assistance (d) IAs build-up and monitoring The operations will be managed by a division chief with the rank of a department manager and each section will be headed by a principal engineer and/or institutional development personnel who are extensively involved in community/water-users organizing and managerial support. 3) Administrative Services Administrative will combine the functions of day-to-day administrative matters including finance/cash management. Specific activities are: (a) Budget (b) Personnel (c) Records (d) Accounting (e) General services (f) Legal A chief with the rank of a department manager will head the administrative services. The budget, personnel, records, general services and legal will be headed by a management chief, while the finance and accounting will be headed by a chief accountant 4) Planning and Monitoring Unit The planning and monitoring unit will be the region’s instrument of control. This unit will draw up annual and quarterly plans consistent with long-range plans and programs. It would monitor work progress and expenditures, gather and analyze data and present these to the management for policy and operational decision-making. The unit will also be responsible for backstopping the 3 divisions on strategic and policy planning. VI -8 The deputy regional director/irrigation manager will directly supervise the unit. Its staff will consist of senior engineer, economist and accountant. 1.2.3 Proposed Manpower Complement The proposed manpower complement, including their salaries is presented in Table VI.1.3. Consistent with the proposal to strengthen the region, the salaries of the proposed manpower have been upgraded. The new staffing pattern is composed of only 83 personnel, 47 percent less than the combined permanent staffing of Region III and UPRIIS operations office. The new staffing pattern for the Regional office can be summarized as follows: (a)the Regional Director assisted by a deputy Regional Director will head the Office; (b) Division Manager will manage the division, equivalent to a department at the CO; and (c) Principal engineer and/or section chief will head the different sections. 1.3 Financial Effects 1.3.1 Personnel Redundancy Region III and UPRIIS operations office have total permanent personnel of 156. Including the daily and contractual personnel of 41, the total number is close to 200 (see section 1.5). Under the proposed integration, only the permanent personnel were considered. Given this consideration, the number of redundant permanent personnel is about 82, the detail of which is given in Table VI.1.4. Including the contractual, the total personnel due to be displaced is 123. 1.3.2 Savings in Personnel Salaries With the upgraded salary structure, the annual cost of salaries is estimated at around 12.69 million pesos. The proposed annual cost of salaries is 66 percent less than the existing salaries of combined Region III and UPRIIS operations office. Present Annual Salaries (million Pesos)/ Proposed Annual Salaries (million Pesos) Region III 18338 Region III & UPRIIS 12693 UPRIIS Operations 18956 Total 37294/a 12693/b Saving 24601 Source: NIA CO, Region III and UPRIIS VI -9 2. Integration of Pampanga PIO and Porac-Gumain NISO 2.1 Review of Present Organizational Structure 2.1.1 Organizational Structure Pampanga PIO and Porac-Gumain NISO were merged to become the Pampanga Provincial Irrigation Management Office. The organizational structure of the merged PIO and Porac- Gumain NISO is given in Figure VI.2.1. The two offices were fused and retained a single administrative section. The engineering and operations and maintenance were individual sections under the provincial and PG NISO, respectively. The two offices were merged physically under a single roof, but functional integration is partially done. Accounting and finance transactions are still separately done. This is because the merging was internal to NIA and did not have the concurrence of the CSC and DBM. The merging of the two offices provided an avenue to fully utilize the personnel of the PIO that became dormant in the absence of new communal irrigation projects. It should be stressed that with the Pinatubo incident in the early 90’s, several communal as well as national irrigation systems in Pampanga were destroyed and thus a lull in construction activity. This was aggravated with the transfer of communal irrigation projects to the LGUs through the local government code. Notwithstanding these factors, the merging was a good step (and a worthwhile model at the provincial level) to consolidate depleted manpower of both offices and focused the activities on the O & M of existing systems. Organizationally, the existing structure retains the bias in construction activity with the retention of the engineering section. This is all right but with the eventual disappearance of communal irrigation projects, this section is again likely to become inactive. The organizational structure will have to be slightly modified to be congruent with the framework as earlier discussed in section 2.1. 2.1.2 Manpower Complement The existing manpower complement is given in Table VI.2.1. There are 52 personnel, 33 of which are permanent and the balance of 19 are daily/contractual. It is clearly evident that the personnel comprising the engineering section were former employees of the PIO, while the operations section comprises mostly the PG-NISO. The two sections are reinforced with daily/contractual personnel. Accordingly, there was no problem with the appointment of the head, as the PIO irrigation engineer had to be reassigned elsewhere. The position, however, remains and never was abolished. In reality, the staffing was made out of mere convenience to accommodate existing people who can not be forced to retire due to civil service rules. Given the present quality of personnel, the engineering section appears weak with a single senior engineer and two assistants. The rest of the people are skilled or technicians. The existing structure of the PIO restricts its engineering section with reference to planning and design. It is still the Regional office that has the overall responsibility relative to design and planning. Thus, the people in the engineering section can be considered empty unless mobilized to do repairs of civil work. VI -10 With the exception of WRF tenders who should have been gone in lieu of Type II contract, the people under operations and maintenance appear intact and can be considered adequate relative to qualifications. The presence of WRFTs, agriculturist and IDOs can at least assume the important activities in water delivery/allocation, crop management and technical support to the IAs. The people under the administrative are generally composed of non-technical, except for the cashier and accounting processors. Although the number of people has been reduced, the qualification of the personnel may have to be upgraded. 2.2 Proposed Integration of PIO and NISO 2.2.1 Rationale for Merging PIO and NISO The merging of the PIO and NISO is inevitable for the following reasons: (a) With the devolution in place, there is no more major responsibility for the PIOs that have been established primarily for the construction and rehabilitation of communal irrigation projects. The provincial LGUs can absorb the PIOs similar to the former Bureau of Agricultural Extension (BAEX). (b) With the full-scale implementation of the IMT, small NISOs (e.g. systems whose service area of 3000 ha and below) are likely to be abolished since the O & M responsibility will be completely transferred to the IAs. (c) A new organization overseeing the maintenance of national irrigation systems becomes imperative at the provincial level; otherwise NIA will be unprepared to overcome the challenges of the new thrust on irrigation management. This thrust is minimum government intervention and more reliance on private initiatives. Reliance on private initiatives, however, requires serious and tedious institutional support that the existing provincial offices have not been crafted for. 2.2.3 Proposed Organizational Structure The proposed organizational structure, composed of 3 sections is given in Figure VI.2.2. The structure is patterned after the proposed organizational framework described in section 1.2 where there is a distinct responsibility of the proposed PIMOs. It is proposed that the PIMO will focus on operations and maintenance and leave construction activity to the regions through their special project offices. There are strong arguments for this focus of responsibility: (a) It has become very costly for NIA to undertake major rehabilitation given the termination of direct subsidies from the national government. The only way it can prevent rapid deterioration of the facilities is to institute a strong policy of preventive maintenance. VI -11 (b) Allowing the PIMO to focus on O&M will give them the opportunity to consolidate their efforts on technical and managerial assistance to the IAs essential to full implementation of IMT. (c) Water management has been virtually neglected with the diffused attention of the NISO and PIO. With concentration on O & M, the previous responsibility on water management planning to institute proper water delivery and allocation vis-à-vis water supply will be resuscitated. (d) Prompt and efficient service is synonymous to the institution of appropriate O & M practices. Appropriate service given to the IAs can minimize the problem of delinquent farmers. This should ensure the financial viability of the PIMO. (1) Operations The operations section is mainly associated with software and/or institutional support. Specific activities under the heading of operations include: (a) systems management (b) water management (c) IAs build-up (d) IAs managerial assistance (e) Community/LGU assistance Systems and water management is important in the maintenance of available water supply. If the systems are not properly maintained, the consequence is poor water management. Water measuring instruments can help the realization of proper systems and water management. IAs build-up and managerial assistance are important in ensuring the over-all maturity of the IAs. This activity can not overemphasized with the thrust on IMT. IMT can only be realized should the IAs are technically and managerially prepared to assume such important role. The institutional development of the IAs will thus take a new dimension and should be jointly undertaken by the PIMO and reputable civil societies. The traditional concept of IAs organization will be reinforced with a continuing training on managerial and entrepreneurship to transform the IAs as market-driven organizations. Community and LGU assistance is essential to get a broad-based support from the community. The problem of delinquent farmers with respect to payment of ISF can be minimized if the support of the community and the LGU is harnessed. Competent staff will manage the operations section. (2) Repair and Maintenance Repair and maintenance will enforce a strict policy on preventive maintenance. It will focus on the hardware support of the irrigation systems. While engineering works are involved in major repairs, the section should not be construed to be concerned with construction. Specific activities under this section include: VI -12 (a) dam and major/minor lateral canals (b) heavy equipment dredging (c) other infrastructure Competent staff will manage the section. (3) Administrative The section will take care of the day-to-day administrative needs of the PIMO. Specific activities under the section are: (a) Personnel (b) Budget/finance (c) ISF collection and billing (d) Procurement 2.2.4 Proposed Manpower Complement The proposed manpower complement, including the salaries is given in Table VI.2.2. The total workforce is 31, about 40 per cent less than the present manpower. Compared with the existing permanent staff of 33, the proposed staff is just about the same number. Positions and qualification differ from the old staffing pattern due to the upgrading of positions. 2.3 Financial Effects 2.3.1 Personnel Redundancy The number of redundant personnel is given in Table VI.2.3. The number of redundant personnel is about 27 or 50 per cent of the total workforce. The number of new positions and upgrading of qualifications physically increase the number of displaced personnel. Note that of the proposed 31 personnel, only 25 people of the existing workforce will be absorbed. About 6 personnel will be recruited elsewhere or can be considered new. 3. Restructuring District Offices 3.1 Review of Organizational and Functional Structure 3.1.1 Organizational Structure The 4 district offices of UPRIIS, including the dam and reservoir division will retain their identity at the provincial level. Based on the review, the organizational structure of the district offices is appropriate as given in Figure VI.3.1. The present structure is in congruent with the thrust on O & M at the provincial level. It is to be noted that the proposed PIMO organization is patterned after the district offices. However, some district offices have informally created organization units to address specific concerns because of manpower problems. There is nothing wrong with the present organizational structure. VI -13 The present organizational structure of the dam and reservoir division, however, requires reorganization. The present structure as shown in Figure VI.2.3 is composed of 3 sections, 2 sections of which pertains to operations of dam and the last section is watershed management. The basic weakness of the organization is the existence of several maintenance units under the Pantabangan section. Consolidating these units and into a single unit is proposed to improve coordination. 3.1.2 Manpower Complement The existing workforce is given in Tables V.3.1 and V.3.2. What are noticeable among the 4 district offices are the WRF tenders. They have not been retired despite the policy on Type II contract. As regards the dam and reservoir, 70 per cent of the total workforce is assigned in the Pantabangan dam section. It is claimed that the present workforce of the district and dam and reservoir is overstaffed. 3.2 Proposed Organizational Structure of the Dam and Reservoir Division The proposed organizational structure of the dam and reservoir division is presented in Figure VI.3.3. The proposal considered the consolidation of several maintenance units under the Pantabangan dam section. 3.2.1 Proposed Staffing Pattern The proposed staffing pattern, including salaries is shown in Tables V.3.3 and V.3.4. The total workforce by district is given below: District Personnel I 71 II 70 III 76 IV 70 Dam and Reservoir 57 VI -14 3.3 Financial Effects 3.3.1 Personnel Redundancy Estimates on the number of redundant personnel are given in Tables V.3.5 and V.3.6, a summary of which is given below. Office Number of Personnel District I 52 District II 41 District III 76 District IV 41 Dam and Reservoir 58 VI -15 TABLES Table VI.1.1 Assessment of Divisional Responsibilities of Region III Office Division Assessment 1. Engineering Engineering division is basically oriented to design, planning and construction. This division was primarily intended to assist and support the PIOs in the construction of CIS. This became a necessity because the PIOs were restricted with design standards. Had the PIOs been given design engineers as those posted in the Region, the PIOs can proceed with bigger and more responsible construction works. 2. Operations Operations division is geared toward systems and water management, including repair and rehabilitation. This division was meant to support the NISOs. With the task assigned to repair and rehabilitation, it has also design engineers primarily for designing major repairs and rehabilitation. This task is perceived to overlap with the function of the engineering division. Over the years, the operations is perceived to have weakened its role because it was limited to monitoring and allocating repair and rehabilitation budgets among the competing NISOs instead of training irrigation end-users and field officers. 3. Institutional IDD or institutional development division is primarily involved in organizing Development and build-up of IAs. Another important task rendered is dissemination of improved farm technologies, a major part of water management. Certainly this overlaps with the responsibility of the operations division on research and development, although this has been a dormant activity brought about by funding constraint. 4. Equipment Equipment management division is basically in charge of pooling and Management dispatching of heavy and construction equipment. The extent of work of this division is contingent on the number of projects undertaken and availability of serviceable equipment. Presently, the condition of equipment is far from satisfactory. 5. Administrative Administrative division is primarily concerned with personnel, records, general services, procurement and other services. Legal is one of the services assigned in this division, but because of low pay, no legal personnel has ever attempted to apply for the position. It has been dormant for quite sometime and this affects the capability of the region to address legal suits and prosecute erring IA members relative to non-payment of ISF. 6. Finance and Finance and management division is primarily responsible for cash and Management budget transactions. One of the bigger tasks of the division is management control. However, this task is superficially done because it does not have any linkage with the other divisions with respect to planning and technical control. It can thus be integrated with administrative and focused on budget and finance activities. VI - 16 Table VI.1.2 Present Personnel Of Region III and UPRIIS Operations Office Division/Position Permanent III UPRIIS Total Head Office 1 Regional Manager 1 1 2 2 Clerk 1 1 Sub-total 1 2 3 Support Staff 3 PR/Information Officer 2 1 3 4 Sr Financial Analyst 1 1 5 Clerk/Stenographer Sub-total 2 2 4 Engineering Division 6. Division Manager 1 1 2 7. Supervising Engineer 2 2 4 8. Sr Engineer 3 2 5 9. Engineer 3 1 4 10. Economist 11.Draftsman 2 1 3 12. Engineering Assistant 13. Survey Aide 14. Clerk 1 1 2 Sub-total 12 8 20 Operations Division 15 Division Manager 1 1 16 Supervising Engineer 1 1 17. Sr Engineer 2 2 18. Engineer 2 2 19. Agronomist 20. Soil Technologist 1 1 21. Utility Worker 1 1 22. Clerk 1 1 Sub-total 9 9 Equipment Division 23. Division Manager 1 1 2 24.Transport Maint. Supervisor 2 1 3 25. Sr Engineer 1 1 26. Engineer 1 1 27. H E Operator 7 1 8 28. Sr. Material Inspector 1 1 29. Driver Mechanic 6 2 8 30. Auto Mechanic 7 1 8 31. Transport Dispatcher 32. Utility Worker 4 4 33. Clerk 1 1 2 Sub-total 29 9 38 IDD Division 34. Division Manager 1 1 2 35. Irrigators Devt Chief 1 2 3 36. Supg Irrigators Devt Officers 2 2 37. Sr Irrigators Devt Oficer 1 4 5 38. Irrigators Devt Officer 1 1 40. Sr Engineer 1 1 41. Sr Economist 1 1 2 42. Information/CR Officer 1 1 2 43. Agriculturist 1 1 VI - 17 Table VI.1.2 Present Personnel Of Region III and UPRIIS Operations Office Division/Position Permanent 44. Clerk 1 1 2 Sub-total 9 12 21 Administrative Division 4.5 Division Manager 1 1 2 46. Sr IRM Officer 1 1 2 47. Sr Supply Officer 1 1 2 48. IRM Officer 1 1 49. IRD/Supply Officer 1 1 2 50. IRM/Administrative Assistant 1 1 51. Electronic Operator 1 1 2 52. Attorney 53. Medical Officer 54. Dentist 55. Store Keeper 1 1 56. Security Guard 7 1 8 57. Utility/Skilled Worker 4 3 7 58. Clerk 5 2 7 Sub-total 22 13 35 Finance Division 59. Division Manager 1 1 60. Sr Corporate Accountant 1 1 2 61. Sr Management Analyst 1 1 62. Cashier 1 1 2 63. Corporate Account Analyst 2 2 4 64. Financial Planning Analyst 1 1 65. Sr Accounting Processor 8 2 10 66. Engineer 0 67. Collection Representative 3 3 68. Cashiering Assistant 1 1 2 69. Clerk 0 Sub-total 19 7 26 TOTAL Permanent 103 53 156 Add: Daily and Contractual 18 23 41 TOTAL 121 76 197 Source: Region III and UPRIIS VI - 18 Table VI.1.3 Proposed Staffing Pattern for Combined Region III and UPRIIS Operations Office (1/2) Salary (PHP) Director' s Office SG Rate/mo No Monthly Annual 1. Regional Director 28 22,000 1 22,000 264,000 2. Deputy Regional Director 27 21,300 1 21,300 255,600 3. Secretary 11 9,580 2 19,160 229,920 Sub-total 4 749,520 Planning and Monitoring 4. Sr Engineer 16 12,820 1 12,820 153,840 5. Sr Economist 16 12,820 1 12,820 153,840 6. Sr Finance/Accountant 16 12,820 1 12,820 153,840 7. Clerk 9 7,900 1 7,900 94,800 Sub-total 4 556,320 Engineering Division 8. Division chief 25 19,700 1 19,700 236,400 9. Clerk 9 7,900 1 7,900 94,800 Sub-total 2 331,200 Planning and Design 10. Principal Engineer 22 17,500 1 17,500 210,000 11. Supervising Engineer 18 14,400 2 28,800 345,600 12. Sr Engineer 16 12,820 4 51,280 615,360 13. Sr Draftsman 11 9,600 1 9,600 115,200 Sub-total 8 1,286,160 Construction 14. Principal Engineer 22 17,500 1 17,500 210,000 15. Supervising Engineer 18 14,400 2 28,800 345,600 16. Sr Engineer 16 12,820 2 25,640 307,680 17. Engineer 14 11,000 1 11,000 132,000 Sub-total 6 863,280 Investigation and Survey 18. Principal Engineer 22 17,500 1 17,500 210,000 19. Supervising Engineer 18 14,400 2 28,800 345,600 20. Sr Engineer 16 12,820 3 38,460 461,520 Sub-total 6 1,017,120 Feasibility Report & Contract 21. Principal Engineer 22 17,500 1 17,500 210,000 22. Supervising Engineer 18 14,400 1 14,400 172,800 23. Sr. Engineer 16 12,820 1 12,820 153,840 24. Sr Economist 16 12,820 1 12,820 153,840 Sub-total 4 690,480 Equipment 25. Principal Engineer 22 17,500 1 17,500 210,000 26. Supervising Engineer 18 14,400 1 14,400 172,800 27. Sr Engineer 16 12,820 2 25,640 307,680 28. Drivers 7 7,400 4 29,600 355,200 29. Equipment Operators 9 7,900 2 15,800 189,600 30. Auto-Mechanic 9 7,900 2 15,800 189,600 Sub-total 12 1,424,880 Operations Division 31. Division Chief 25 19,700 1 19,700 236,400 32. Clerk 9 7,900 1 7,900 94,800 Sub-total 2 331,200 Systems and Water Management 33. Principal Engineer 22 17,500 1 17,500 210,000 34. Supervising Engineer 18 14,400 2 28,800 345,600 VI - 19 Table VI.1.3 Proposed Staffing Pattern for Combined Region III and UPRIIS Operations Office (2/2) Salary (PHP) Director' s Office SG Rate/mo No Monthly Annual 35. Sr Engineer 16 12,820 4 51,280 615,360 36. Soil and Water Specialist 16 12,820 1 12,820 153,840 Sub-total 8 1,324,800 Institutional 37. Irrigators Development chief 22 17,500 1 17,500 210,000 38. Supervising IDO 18 14,400 2 28,800 345,600 39. Sr IDO 16 12,820 2 25,640 307,680 Sub-total 5 863,280 Administrative Division 40. Division Chief 25 17,500 1 17,500 210,000 41. Clerk 9 7,900 1 7,900 94,800 Sub-total 2 304,800 Personnel, Records & Gen. Services 42. Administrative Services chief 22 17,500 1 17,500 210,000 43. Personnel Officer 16 12,820 1 12,820 153,840 44. Records Officer 16 12,820 1 12,820 153,840 45. Procurement and Supply Officer 16 12,820 1 12,820 153,840 46. General Services Officer 16 12,820 1 12,820 153,840 47. Legal Officer 22 17,500 1 17,500 210,000 48. Industrial Security Guards 7 7,400 2 14,800 177,600 49. Utility Workers 7 7,400 2 14,800 177,600 Sub-total 10 1,390,560 Finance 50. Chief Accountant 22 17,500 1 17,500 210,000 51. Sr Accountant 16 12,820 2 25,640 307,680 52. Sr Financial Analyst 16 12,820 2 25,640 307,680 53. Sr Cashier 16 12,820 1 12,820 153,840 54. Accountants 15 12,100 4 48,400 580,800 Sub-total 10 1,560,000 TOTAL 83 12,693,600 VI - 20 Table VI.1.4 Estimate of Redundant Personnel for Combined Region III and UPRIIS Operations Office A. Position Proposed Existing Def/Excs Remarks Reclassified 1. Regional Director 1 -1 N 2. Deputy Regional Director 1 -1 N 3. Regional/Operations Irrigation Engineer 2 2 R 2 4. Services chief(Dept) 3 -3 N 5. Division Manager 10 10 R 10 6. Principal Engineer 6 -6 N 7. Supv Engineer 10 5 -5 8. Sr Engineer 17 9 -8 9. Engineer 1 7 6 R 6 10. Sr Economist 2 2 0 11. Sr Finance/Accountant 5 3 -2 12. Sr Draftsman 1 3 2 R 13. Soil and Water Specialist 1 1 0 14. Irrigators Devt chief 1 3 2 R 15. Supervising IDO 2 2 0 16. Sr IDO 2 5 3 R 17. Administrative section chief 1 -1 N 18. Personnel Officer/Sr IRM 1 2 1 R 1 19. Records Officer 1 -1 20. Procurement Officer/Sr Supply 1 2 1 R 1 21. General Services Officer 1 -1 22. Legal Officer 1 -1 23. Section Chief Accountant 1 -1 N 24. Sr Cashier 1 2 1 R 25. Accountants 4 -4 26. Drivers 4 8 4 R 27. HE Operators 2 8 6 R 28. Auto Mechanic 2 8 6 R 29. Secretary 2 -2 N 30.Clerk 4 14 10 R 2 31. Security Guards 2 8 6 R 32. Utility Workers 2 12 10 R B. Sub-total 83 116 33 70 22 C. Other Positions 33. Sr Material Inspector 1 R 34. Irrigators Devt Officers 1 R 35. Community Relations Officers 2 R 36. Sr. IRM Officer 37. IRM Officer 1 R 1 38. IRM/Administrative Assistant 1 R 40. Electronin Operator 2 R 41. Storekeeper 1 R 42. Sr. Management Analyst 1 R 1 43.Corporate Account Analyst 5 R 4 44.Financial Planning Analyst 1 R 45. Sr Accounting Processor 11 R 46.Collection Representative 3 R 47. Cashiering Assistant 2 R 48.Transport Maintenance Supervisor 3 R 49.Soil Technologist 1 R 50. IRD/Supply Officer 1 R 51. PR/Information Officer 3 R D. Sub-total 40 40 6 Total(B+D) 83 156 110 28 Source: JICA Study Team Code: R – Redundant; N – New; Def – Deficit; Excs - Excess Reclassified – Excess personnel but will be absorbed to replace new positions VI - 21 Table VI.2.1 Existing Manpower Complement of PIMO Pampanga Provincial Irrigation Management Office PIMO PG NISO Pampanga PIO Head Office 1. Irrigation Superintendent/Officer 1 1 1 Engineering 2. Sr Engineer 1 1 3. Engineer 2 4. Engineering Assistant 3 1 5. WRFO 1 1 6. Drafstman 1 7. Driver-Mechanic 2 2 1 8. Auto-Mechanic 1 1 9. Data Encoder 1 10. Utility Worker 1 11. Foreman 1 1 12. HE Operator 2 Sub-total 16 3 5 Operations & Maintenance 13. Agriculturist 1 1 14. Sr WRFT 5 5 15. WRFT 3 3 16. WRF Tender 6 8 17. IDO 3 18. Utility Worker 2 1 Sub-total 20 13 5 Administrative 19. Cashier 1 1 20. Sr Accounting Processor 2 1 21. Accounting Processor 1 2 22. Clerk 3 1 1 23. Storekeeper 1 1 1 24. Utility Worker 4 25. Security Guards 2 2 1 26. Electronic Computer Operator 1 Sub-total 15 7 4 TOTAL 52 24 15 Source: NIA Region III Note: PG NISO and Pampanga personnel are all permanent positions Combined PIMO has the following breakdown:: Permanent 33 Contractual 19 Total 52 VI - 22 Table VI.2.2 Proposed Staffing Pattern for PIMO Pampanga Provincial Irrigation Management No SG Salary (PHP) Office Head Office Monthly Annual 1. Irrigation Superintendent 1 25 19,700 236,400 2. Clerk 1 9 7,900 94,800 Sub-total 2 27,600 331,200 Operations Section 3. Supvg Engineer 1 18 14,400 172,800 4. Sr Engineer 1 16 12,820 153,840 5. Sr WRFT/IDOs 4 16 12,820 615,360 6. WRFT(Operator) 2 12 10,160 243,840 7. Agronomist 1 14 11,000 132,000 8. Soils Specialist 1 14 11,000 132,000 9. Utility worker 1 7 7,400 88,800 Sub-total 11 79,600 1,538,640 Repair and Maintenance Section 10. Supvg Engineer 1 18 14,400 172,800 11. Sr Engineer 1 16 12,820 153,840 12. Engineer 1 14 11,000 132,000 13. Auto Mechanic 1 9 7,900 94,800 14. Driver Mechanic 1 9 7,900 94,800 15. HE Operator 1 9 7,900 94,800 16. Survey Aide 1 9 7,900 94,800 Sub-total 7 69,820 837,840 Administrative Section 17. Administrative Services 1 18 14,400 172,800 Officer 18. Cashier 1 16 12,820 153,840 19. Sr Accounting Processor 1 16 12,820 153,840 20. Property Officer 1 16 12,820 153,840 21. Records Officer 1 16 12,820 153,840 22. IRM/Personnel Officer 1 16 12,820 153,840 23. Collection Representative 1 12 10,160 121,920 24. Accountants 1 15 12,100 145,200 25. Clerk 1 9 7,900 94,800 26. Security Guards 1 7 7,400 88,800 27. Utility Worker 1 7 7,400 88,800 Sub-total 11 123,460 1,481,520 Total 31 4,189,200 VI - 23 Table VI.2.3 Estimate of Redundant Personnel of PIMO Pampanga Proposed Existing Def/Excs Remarks Reclassified 1. Irrigation Superintendent 1 1 0 2. Supvg Engineer 2 -2 N 3. Sr Engineer 2 1 -1 4. Sr WRFT/IDOs 4 5 1 R 5. WRFT(Operator) 2 3 1 R 6. Engineer 1 2 1 R 1 7. Agronomist 1 1 0 8. Soils Specialist 1 -1 9. Auto-mechanic 1 1 0 10. Driver Mechanic 1 2 1 R 11. HE Operator 1 2 1 R 12. Survey Aide 1 -1 13. Administrative Services Officer 1 -1 14. Cashier 1 1 0 15. Sr Accounting Processor 1 2 1 R 16. Property Officer 1 -1 17.Records Officer 1 -1 18. IRM/Personnel Officer 1 -1 19. Collection Representative 1 -1 20. Accountants 1 -1 21. Clerk 2 3 1 R 22. Security Guards 1 2 1 R 23. Utility worker 2 7 5 R Sub-total 31 33 2 13 1 Other Personnel 24. Engineering Assistant 3 R 2 25. Draftsman 1 R 26. WRFO 1 R 27. Foreman 1 R 28. Data Encoder 1 R 29. WRF Tender 6 R 1 30. IDO 3 R 31. Accounting Processor 1 R 1 32. Store keeper 1 R 33. Electronic computer operator 1 R Sub-total 19 19 4 Total 31 52 32 5 Code: N – New; R - Redundant Reclassified – Excess personnel but will be absorbed. VI - 24 Table VI.3.1 Existing Personnel of UPRIIS District Offices District Offices of UPRIIS I II III IV District Head Office 1. Irrigation Superintendent 1 1 1 1 2. Supvg. Engineer 2 2 2 2 3. Engineer(Hydrologist) 1 1 1 1 4. Engineering Assistant 1 1 1 5. Draftsman 1 1 1 1 Sub-total 6 5 6 6 Operations Section 6. Sr Engineer 3 3 3 3 7. Sr WRFT 22 17 20 17 8. WRFT(Operator) 9 4 15 13 9. WRF Tender 38 34 62 30 10. WRF Technician 3 2 1 Sub-total 72 61 102 64 Repair and Maintenance Section 11. Engineering Assistant 1 1 12. Foreman 1 1 13. Carpenter 1 1 1 14. Auto Mechanic 2 2 2 2 15. Driver Mechanic 4 5 7 6 17. HE Operator 3 3 3 3 18. Survey Aide 1 1 Sub-total 12 13 14 12 Administrative Section 19. Administrative Services Officer 1 1 1 1 20. Cashier 1 1 1 1 21. Sr Accounting Processor 1 1 1 1 22. Property Officer 1 1 1 1 23. Records Officer 1 24. IRM/Personnel Officer 1 1 1 25. Transport Dispatcher 1 1 1 26. Collection Representative 2 2 1 2 27. Electronic Comm. System Operator 1 1 1 1 28. Store keeper 1 1 1 1 29. Cashiering Assistant 1 1 1 1 30. Security Guards 3 3 3 3 31. Clerk 4 4 3 3 32. Accounting Processor 9 7 7 6 33. Foreman 1 1 1 34. Mason 1 1 1 35. Utility worker 1 1 2 1 Sub-total 29 28 26 25 Total 119 107 148 107 VI - 25 Table VI.3.2 Existing Manpower of Dam and Reservoir Division, UPRIIS Dam and Reservoir Division UPRIIS Section Head Pantabangan Canili-Diayo Watershed Mgt Office Dam Dam Section Head Office 1. Division Manager 1 2. Clerk 1 1 1 3. Principal Engineer 1 4. Supvg Engineer 1 5. Watershed Mgt. Chief 1 6. Draftsman 1 7. Transport Electrician 1 8. Mason 1 9. Welder 1 10. Forester 2 11. Agriculturist 1 12. Forestry Assistant 6 13. Driver Mechanic 1 5 3 11 Mechanical Electrical Unit 14. Sr Engineer 3 1 15. Engineer 3 16. Engineering Assistant 5 2 17. Sr. Instrument Technician 1 18. Auto Mechanic 1 1 10. Plant Electrician 4 1 11. Foreman 12. Electronic Comm. Syst. Operator 1 1 13. WRF Operator 5 14. Utility Worker 3 26 6 Maintenance Unit 15. Sr Engineer 3 1 16. Engineer 1 17. Agriculturist 1 18. Carpenter 2 19. Sheet Metal Worker 1 20. Plant helper 2 21. Foreman 3 1 22. Plumber 1 23. Utility worker 17 5 30 8 Equipment Unit 24. Auto Mechanic 1 25. HE Operator 2 26. Driver Mechanic 4 27. Utility Worker 1 8 Administrative Unit 28. Administrative Officer 1 VI - 26 Table V 3.2 Existing Manpower of Dam and Reservoir Division, UPRIIS Dam and Reservoir Division UPRIIS Section Head Pantabangan Canili-Diayo Watershed Mgt Office Dam Dam Section 29. Cashier 1 30. Property Officer 1 31. IRM Officer 1 32. HSD 2 33. Sr Accounting Processor 1 34. Electronic Computer Systems Operator 2 35. Cashiering Assistant 1 36. Security Guards 1 37. Clerk 1 38. Utility Worker 5 39. Nurse 1 18 Total 2 87 17 11 117 VI - 27 Table VI 3.3 Proposed Staffing Pattern for UPRIIS District Offices District I II III IV SG No. Monthly (PHP) Annual (PHP) No Annual (PHP) No. Annual (PHP) No Annual (PHP) District Head Office 1.Irrigation Superintendent 25 1 19,700 236,400 1 236,400 1 236,400 1 236,400 2.Clerk 9 1 7,900 94,800 1 94,800 1 94,800 1 94,800 Sub-total 2 27,600 331,200 2 331,200 2 331,200 2 331,200 Operations Section 3.Supvg Engineer 18 1 14,400 172,800 1 172,800 1 172,800 1 172,800 4.Sr Engineer 16 2 12,820 307,680 2 307,680 2 307,680 2 307,680 5.Sr WRFT/IDOs 16 25 12,820 3,846,000 24 3,692,160 30 4,615,200 24 3,692,160 6.WRFT(Operator) 12 10 10,160 1,219,200 101,219,200 101,219,200 10 1,219,200 7.Agronomist 14 2 11,000 264,000 2 264,000 2 264,000 2 264,000 8. Soils Specialist 14 2 11,000 264,000 2 264,000 2 264,000 2 264,000 9. Utility worker 7 2 7,400 177,600 2 177,600 2 177,600 2 177,600 Sub-total 44 79,600 6,251,280 436,097,440 497,020,480 43 6,097,440 Repair and Maintenance Section 10. Supvg Engineer 18 1 14,400 172,800 1 172,800 1 172,800 1 172,800 11. Sr Engineer 16 2 12,820 307,680 2 307,680 2 307,680 2 307,680 I-28 - VI 12. Engineer 14 1 11,000 132,000 1 132,000 1 132,000 1 132,000 13. Auto Mechanic 9 2 7,900 189,600 2 189,600 2 189,600 2 189,600 14. Driver Mechanic 9 2 7,900 189,600 2 189,600 2 189,600 2 189,600 15. HE Operator 9 2 7,900 189,600 2 189,600 2 189,600 2 189,600 16. Survey Aide 9 1 7,900 94,800 1 94,800 1 94,800 1 94,800 Sub-total 11 69,820 1,276,080 111,276,080 111,276,080 11 1,276,080 Administrative Section 17. Administrative Services Officer 18 1 14,400 172,800 1 172,800 1 172,800 1 172,800 18. Cashier 16 1 12,820 153,840 1 153,840 1 153,840 1 153,840 19. Sr Accounting Processor 16 1 12,820 153,840 1 153,840 1 153,840 1 153,840 20. Property Officer 16 1 12,820 153,840 1 153,840 1 153,840 1 153,840 21. Records Officer 16 1 12,820 153,840 1 153,840 1 153,840 1 153,840 22. IRM/Personnel Officer 16 1 12,820 153,840 1 153,840 1 153,840 1 153,840 23. Collection Representative 12 2 10,160 243,840 2 243,840 2 243,840 2 243,840 24. Accountants 15 3 12,100 435,600 3 435,600 3 435,600 3 435,600 25. Clerk 9 1 7,900 94,800 1 94,800 1 94,800 1 94,800 26. Security Guards 7 1 7,400 88,800 1 88,800 1 88,800 1 88,800 27. Utility Worker 7 1 7,400 88,800 1 88,800 1 88,800 1 88,800 Sub-total 14 123,460 1,893,840 141,893,840 141,893,840 14 1,893,840 Total 71 9,752,400 70 9,598,560 76 10,521,600 70 9,598,560 Table VI.3.4 Proposed Staffing Pattern on Dam and Reservoir Division, UPRIIS Dam and Reservoir No SG Monthly (PHP) Annual (PHP) Head Office 1. Division Manager 1 25 19,700 236,400 2. Clerk 1 9 7,900 94,800 Sub-total 2 331,200 Pantabangan Dam Section Head Unit 3. Principal Engineer 1 22 17,500 210,000 4. Clerk 1 9 7,900 94,800 Sub-total 2 304,800 Electrical/Mechanical Unit 5. Supervising Engineer 1 18 14,400 172,800 6. Sr Engineer 2 16 12,820 307,680 7. Engineer 2 14 11,000 264,000 8. Plant Electrician 2 10 8,600 206,400 9. Plant Mechanic 2 10 8,600 206,400 Sub-total 9 1,157,280 Maintenance Unit 10. Supervising Engineer 1 18 14,400 172,800 11. Sr Engineer 2 16 12,820 307,680 12. Engineer 1 14 11,000 132,000 13. HE Operator 1 9 7,900 94,800 14. Auto-Mechanic 1 9 7,900 94,800 15. Driver-Mechanic 2 9 7,900 189,600 16. WRF Operator 2 9 7,900 189,600 17. Other skilled/utility worker 2 9 7,900 189,600 Sub-total 12 1,370,880 Canili-Diayo Dam Section Head Unit 18. Principal Engineer 1 22 17,500 210,000 19. Clerk 1 9 7,900 94,800 Sub-total 2 304,800 Electrical/Mechanical Unit 20. Supervising Engineer 1 18 14,400 172,800 21. Sr Engineer 1 16 12,820 153,840 22. Engineer 14 11,000 23. Plant Electrician 1 10 8,600 103,200 24. Plant Mechanic 1 10 8,600 103,200 Sub-total 4 533,040 Maintenance Unit 25. Supervising Engineer 1 18 14,400 172,800 26. Sr Engineer 1 16 12,820 153,840 27. Engineer 1 14 11,000 132,000 28. HE Operator 1 9 7,900 94,800 29. Auto-Mechanic 1 9 7,900 94,800 30. Driver-Mechanic 1 9 7,900 94,800 31. WRF Operator 1 9 7,900 94,800 32. Other skilled/utility worker 1 9 7,900 94,800 Sub-total 8 932,640 VI - 29 Table VI.3.4 Proposed Staffing Pattern on Dam and Reservoir Division, UPRIIS Watershed Management Section Dam and Reservoir No SG Monthly (PHP) Annual (PHP) Head Unit 33. Watershed Mgt. Chief 1 22 17,500 210,000 34. Clerk 1 9 7,900 94,800 Sub-total 2 304,800 Maintenance Unit 35. Forester 2 16 12,820 307,680 36. Agriculturist 1 16 12,820 153,840 37. Forest Assistant 6 10 8,600 619,200 38. Driver-Mechanic 1 9 7,900 94,800 Sub-total 10 1,175,520 Administrative Section 39. Administrative Services chief 1 22 17,500 210,000 40. Property & Suply Officer 1 16 12,820 153,840 41. Personnel Officer 1 16 12,820 153,840 42. Sr Accountant 1 16 12,820 153,840 43. Cashier 1 16 12,820 153,840 44. Clerk 1 9 7,900 94,800 45. Security Guard 1 7 7,400 88,800 46. Utility worker 1 7 7,400 88,800 Sub-total 8 1,097,760 TOTAL 59 7,207,920 VI - 30 Table VI.3.5 Redundant Personnel for UPRIIS District Offices District I II III IV Proposed Existing Def/Exc Proposed Existing Def/Excs Proposed Existing Def/Excs Proposed Existing Def/Excs 1. Irrigation Superintendent 1 1 0 1 1 0 1 1 0 1 1 0 2. Supvg Engineer 2 2 0 2 2 0 2 2 0 2 2 0 3. Sr Engineer 4 3 -1 4 3 -1 4 3 -1 4 3 -1 4. Engineer 1 1 0 1 1 0 1 1 0 1 1 0 5. Engineering Assistant 2 2 1 1 1 1 1 1 6. Sr WRFT/IDOs 25 22 -3 24 17 -7 30 20 -10 24 17 -7 7. WRFT (Operator) 10 9 -1 10 4 -6 10 15 5 10 13 3 8. Agronomist 2 -2 2 -2 2 -2 2 -2 9. Soils specialist 2 -2 2 -2 2 -2 2 -2 VI - - 31 VI 10. Utility worker 3 1 -2 3 1 -2 3 2 -1 3 1 -2 11. Auto Mechanic 2 2 0 2 2 0 2 2 0 2 2 0 12. Driver Mechanic 2 4 2 2 5 3 2 7 5 2 6 4 13. HE Operator 2 3 1 2 3 1 2 3 1 2 3 1 14. Survey Aide 1 -1 1 1 0 1 1 0 1 -1 15. Administrative services officer 1 1 0 1 1 0 1 1 0 1 1 0 16. Cashier 1 1 0 1 1 0 1 1 0 1 1 0 17. Sr Accounting Processor 1 1 0 1 1 0 1 1 0 1 1 0 18. Property Officer 1 1 0 1 1 0 1 1 0 1 1 0 19. Records Officer 1 -1 1 -1 1 1 0 1 -1 20. Personnel Officer 1 1 0 1 1 0 1 -1 1 1 0 21. Collection Representative 2 2 0 2 2 0 2 1 -1 2 2 0 22. Accountants 3 -3 3 -3 3 -3 3 -3 23. Clerk 2 4 2 2 4 2 2 3 1 2 3 1 Table VI.3.5 Redundant Personnel for UPRIIS District Offices District I II III IV Proposed Existing Def/Exc Proposed Existing Def/Excs Proposed Existing Def/Excs Proposed Existing Def/Excs 24. Security Guards 1 3 2 1 3 2 1 3 2 1 3 2 Sub-total 71 64 -7 70 55 -15 76 70 -6 70 63 -7 Others 25. Draftsman 1 1 1 1 26. WRF Tender 38 34 62 30 27. WRF Technician 3 2 1 28. Transport Dispatcher 1 1 1 29. Electonic Comm. Ssystems VI - - 32 VI Operator 1 1 1 1 30. Storekeeper 1 1 1 1 31. Cashiering Assistant 1 1 1 1 32. Accounting Processor 9 7 7 6 33. Foreman 1 1 1 2 34. Mason/carpenter 2 2 2 Sub-total 55 52 78 44 Total 71 119 107 148 107 -16 -24 -21 -19 (55+9-12) 52 (52+9-20) 41 (78+15-17) 76 (44+12-15) 41 4 4 4 4 Table VI.3.6 Estimate of Redundant Personnel, Dam and Reservoir, UPRIIS Proposed Existing Def/Excs 1 Division Manager 1 1 0 2 Watershed Mgt. Chief 1 1 0 3 Principal Engineer 2 1 -1 4 Supervising Engineer 4 1 -3 5 Sr Engineer 6 8 2 2 6 Engineer 4 4 0 7 Plant Electrician 3 5 2 2 8 Plant Mechanic 3 -3 9 HE Operator 2 2 0 10 Auto-Mechanic 2 2 0 11 Driver-Mechanic 4 5 1 12 WRF Operator 3 5 2 13 Forester 2 2 0 14 Agriculturist 1 1 0 15 Forest Assistant 6 6 0 16 Administrative Services chief 1 1 0 17 Property & Suply Officer 1 1 0 18 Personnel Officer 1 1 0 19 Sr Accountant 1 -1 20 Cashier 1 1 0 21 Clerk 5 4 -1 22 Security Guard 1 1 0 23 Utility worker 4 31 27 Sub-total 59 84 25 Others 24 Draftsman 1 25 Transport Electrician 2 26 Mason 2 27 Welder 1 28 Sr Instrument Technician 1 29 Engineering Assistant 7 2 30 Foreman 4 31 Electronic Comm. Syst. Opr 4 32 Carpenter 2 33 Sheet Metal worker 1 34 Plant Helper 2 35 Plumber 1 36 Sr Accounting Processor 1 1 37 HSD 2 1 38 Cashiering Assistant 1 39 Nurse 1 33 Deficit -9 Redundant (33+34-9) 58 VI - 33 FIGURES Office of Regional Irrigation Manager Support Staff Engineering Operations Equip. Inst. Dev’t. Finance Administr Division Division Mgt. Division Mgt. ative Division Division Division Locally Assisted Foreign Projects Assisted Proj. Nat’l. Offices Prov’l. Irrigation Irrigation System Office Offices Region III Office of Operations Manager Support Staff Eng’g. & Equipment Institutional Admin & Operations Mgt. Div. Dev’t. Div. Finance Div. Div. Dam & Reservoir District UPRIIS Operations Office Figure VI.1.1 Existing Organizational Structure of Region III and UPRIIS VI - 34 Line Control NIA BOARD Coordination CENTRAL OFFICE REGION III Operations & Project Project Maintenance Preparation Implementation Provincial Irrigation Special Projects Management Local Office Office/District Government Offices (UPRIIS) Units On-going Foreign Locally & New Assisted Funded UPRIIS Figure VI.1.2 Organizational Framework for Implementation and Operation and Maintenance o National Irrigation Systems VI - 35 Office of the Regional Irrigation Manager Planning & Monitoring Unit Engineering Operations Administrative Services Services Services Planning & Investigation Systems Management Budget Design & Specification Water Management Personnel Feasibility Report IAs Technical & Records Construction Mgt. Managerial Accounting/Cashier Contract Supervision Assistance General Services Equipment Management IAs Build-up and Legal Monitoring PIMOs/District PMOs Figure VI.1.3 Proposed Organizational Structure of Combined Region III and UPRIIS VI - 36 PIMO Head Office Engineering Administrative Operation & Section Section Maintenance Section Operation Planning, Investigation and Cashier Maintenance Survey Accounting and Billing Institutional Programming and Monitoring Personnel and General Construction Management Services Equipment Management Property and Procurement Figure VI.2.1 Existing Organizational Structure of PIMO Pampanga VI - 37 Head Office I-38 VI - Operations Repair & Administrative Section Maintenance Section Section Systems management Dam & major lateral repair Personnel Water management HE Dredging Budget/finance IAs build-up Other infrastructure ISF Collection/billing IAs managerial assistance Procurement Community/LGU assistance Figure VI.2.2 Proposed Organizational Structure of PIMO Pampanga District Office I-39 VI - Operations Repair and Administrative Section Maintenance Section Section Figure VI.3.1 Existing Organizational Structure of UPRIIS District Offices Head Office Pantabangan Dam Canili-Diayo Watershed Mgt. Section Dam Section Section I-40 VI - Campsite Medical Mechanical/ Maintenance Mechanical/ Road & Bridges Residence Equipment Administrative Facilities Dental Electrical Unit Electrical Maintenance Maintenance Unit Unit Maintenance Unit Unit Unit Unit Unit Unit Figure VI.3.2 Existing Organizational Structure of UPRIIS Dam and Reservoir Division UPRIIS Dam & Reservoir Div. Administrative Watershed Mgt. Pantabangan Dam Canili-Diayo Dam Section Section Section Electrical Maintenance Electrical Maintenance Maintenance Mechanical Unit Mechanical Unit Unit Unit Unit Figure VI.3.3 Proposed Organizational Structure Of UPRIIS Dam and Reservoir Division VIVI - - 38 41 APPENDIX VII REFERENCE DATA CHAPTER VII REFERENCE DATA A number of basic data were collected during the course of the Study and the key analyzed data only have been attached to the Main Report in the form of tables and figures. The other informative data and documents are compiled in this Chapter VII: Reference Data, as follows: VII.1 NIA Corporate Plan VII.2 Financial Projection Data VII.3 Personnel Data (Functions of NIA’s Offices) VII.4 Legislations Related to NIA Management VII.5 Status of Implementation of the AFMA of 1997 APPENDIX – CHAPTER VII REFERENCE DATA TABLE OF DATA AND DOCUMENTS Page VII.1 NIA Corporate Plan VII.1 NIA Irrigation Development Program: 2001 to 2010...... VII.1-1 VII.2 Financial Projection Data VII.2.1A Projected ISF Billing ...... VII.2-1 (Scenario 1 – AO 17 ISF Rates) VII.2.1B Projected ISF Billing ...... VII.2-6 (Scenario 2, 3 and 4 – 1975 ISF Rates) VII.2.2A Projected ISF Collection (2001-2010)...... VII.2-8 (Scenario 1 – AO 17 ISF Rates-Compulsory Retirement Only) VII.2.2B Projected ISF Collection...... VII.2-9 (Scenario 2 – 1975 ISF Rates – Compulsory Retirement Only) VII.2.2C Projected ISF Collection (2001-2010)...... VII.2-10 (Scenario 3 and 4 – 1975 ISF Rates) VII.2.3A Projected Personnel Cost (2001-2010) ...... VII.2-11 (Scenario 1 and 2 – AO 17 ISF Rates – Compulsory Retirement Only) VII.2.3B Projected Personnel Cost ...... VII.2-12 (Scenario 3 – 1975 ISF Rates; without ERP) VII.2.3C Projected Personnel Cost ...... VII.2-13 (Scenario 4 – 1975 ISF Rates) VII.2.3D Projected Personnel Cost ...... VII.2-14 (Scenario 5 – 1975 ISF Rate) VII-i VII.2.4A Projected Personnel Reduction...... VII.2-15 (Scenario 1 and 2 – Compulsory Retirement Only) VII.2.4B Projected Personnel Reduction...... VII.2-16 (Scenario 3 – 1975 Rates ISF Rates; without ERP) VII.2.4C Projected CIS Personnel Reduction...... VII.2-17 (Scenario 4 – 1975 ISF Rates, with ERP) VII.2.4D Projected Personnel Reduction...... VII.2-18 (Scenario 5 – 1975 ISF Rates, with ERP) VII.2.5A Projected ISF Collection...... VII.2-19 (Scenario 1 and 2 – Compulsory Retirement Only) VII.2.5B Projected Management Fees...... VII.2-21 (Scenario 3 and 4 – 1974 ISF Rates) VII.2.6 National Irrigation Administration Projected CIS Amortization Collection...... VII.2-23 VII.3 Personnel Data (Functions of NIA’s Offices) VII.3.1 Main Functions of NIA’s Central Office ...... VII.3-1 VII.3.2 Main Functions of NIA’s Field Offices ...... VII.3-7 VII.4 Legislations Related to NIA Management VII.4.1 Major Laws and Issuance Relating to NIA ...... VII.4-1 VII.4.2 List of Legal Documents Related to the Irrigation Service Fee (ISF) Collection ...... VII.4-6 VII.5 Status of Implementation of the AFMA of 1997 VII.5 Status of Implementation of the AFMA of 1997 ...... VII.5-1 VII-ii REFERENCE DATA VII.1 NIA Corporate Plan VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. ON-GOING PROJECTS 1.Malitubog- Construction of Diversion Works North Cotabato, OECF 1989 2003 T(P) 2,500,000 1,858,782 111,561 433,960 95,697 ------641,218 0 Maridagao bridge,siphon irrigation canals Carmen L(P) 1,348,689 58,610 433,960 95,697 ------588,267 0 Irrigation and laterals, drainage canals Pagalungan F($) 27,412 1,261 ------1,261 0 Project & laterals,on-farm development, Maguindanao project facilities, pilot Pikit New 10,840 764 2,672 4,000 3,404 ------10,076 0 farms and access roads in Rehab ------0 0 Maridagao area (6,625 ha) & Dam Constn 1 37.10% 30% ------0 0 Upper Malitubog area (4,215 Bridge 1 50% ------1 0 ha ) construction of flood Construction protection dikes & development Siphon 1 50% ------1 0 of strong and effective farmers Canals (km) 143 47 13 ------130 organization Roads (km) 182 85 40 28 ------680 Drainage 76 41 25 25 ------500 Pumps ------0 0 On-farm Facilities ------0 0 Pilot farm ------0 0 2. Kabulnan Construction of irrigation & Maguindanao ADB 1992 2001 T(P) 1,998,542 1,938,222 25,000 ------25,000 0 Irrigation drainage facilities and rural Ampatuan, L(P) 770,683 25,000 ------25,000 0 & Area roads to serve 12,030 ha; Maganoy, F($) 30,696 ------0 0 Development Program for institutional Sultan sa Project development, watershed/soil Barongis New 12,030 6,165 5,865 ------5,865 0 conservation, social Datu Piang Rehab ------0 0 infrastructure, and women in Canals (km) 183 127 56 ------560 development. (Lining) VII.1-1 Drainage 234 213 21 ------210 Roads (km) 244 128 ------0 0 3. Pampanga- Construction of Diversion Dams, Pampanga OECF 1992 2003 T(P) 3,407,697 2,414,843 157,925 561,320 319,797 ------1,039,042 0 Delta including supply and erection Apalit, L(P) 870,740 157,925 0 0 ------157,925 0 Development of gates, irrigation and drainage Arayat, F($) 60,404 0 13,365 7,614 ------20,979 0 Project -IC canals and appurtenant Candaba, structures and provision of Sta Ana, New 7,209 1,346 4,000 1,000 863 ------5,863 0 farm and project facilities. Mexico, Rehab 3,331 3,331 0 0 ------0 0 San Luis, Dam Constn 1 80.40% ----- San Simon Pumps 6 5 ----- Canals (km) 120 38 30 18 ------480 Drainage 36 49 5 1 ------6 0 Roads(km) 162 14 60 30 4. Lower Construction of two pumping Agusan del OECF 1996 2003 T(P) 2,263,584 1,286,506 75,488 483,520 125,319 ------684,327 0 Agusan plants along Agusan River to Norte L(P) 788,759 75,488 244,470 125,319 ------445,277 0 Development supply year-round irrigation Butuan City, F($) 30,185 0 5,692 ------5,692 0 Project -IC to 7,922 ha in Butuan City Buenavista and Buenavista. New 7,082 0 3,000 2,000 2,082 ------7,082 0 Rehab 840 0 0 840 ------8400 Pump Station 2 1 1 ------1 0 Regulating 2 1 1 ------1 0 Ponds Canals (km) 111 4 66 25 ------910 Drainage 116 0 39 15 ------540 Pumps 10 10 6 2 ------8 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 5. Irrigation Improvement of 16,105 ha and Northern Leyte ADB 1997 2003 T(P) 1,883,350 603,125 155,473 728,900 395,849 ------1,280,222 0 Systems extension area of 1,609 ha. Ormoc City, L(P) 703,719 55,204 259,540 144,039 ------458,783 0 Improvement Improvement of rural roads, Palo, F($) 28,086 2,387 11,175 5,995 ------19,558 0 Project II monitoring and control and Alang-alang, provision of extension services Sta Fe, New 1,609 70 280 700 559 ------1,539 0 and schistosomiasis control. San Miguel, Rehab 16,105 3,294 4,230 5,000 3,581 ------12,811 0 Dulag, Canals (km) 384 131 110 83 ------1930 Pastrana, Srv Roads 357 38 141 53 ------1940 Dagami, Drainage 100 47 32 17 ------490 Barawen, Brg/Access Roads Julieta, (km) 183 60 65 9 ------740 Tabon-tabon, Post Harvest Facilties Abuyog (No.) 47 7 11 19 ------300 6. Casecnan Construction of irrigation Nueva Ecija: OECF 1997 2004 T(P) 3,495,930 1,278,129 155,048 557,160 718,084 787,509 ------2,217,801 0 Multipur- facilities & improvement of Nampicuan, L(P) 1,407,340 155,048 126,190 116,054 83,003 ------480,295 0 pose Irrig. drainage systems in 35,000 ha Guimba, F($) 49,728 0 10,261 14,334 16,774 ------41,369 0 & Power of farmlands. Establishment of Talugtog, Project -IC re-use points & intermediate Cuyapo, New 38,000 2,037 8,166 2,850 15,150 9,797 ------35,963 0 farm ponds both in new & Munoz Rehab 20,000 0 5,000 8,000 7,000 ------20,000 0 rehab areas. Rehabilitation of Entire UPRIIS Div. Work 3 1 1 ------2 0 irrigation and drainage area Canals (km) 524 58 150 150 100 59 ------4590 facilities in UPRIIS. Insti- Portions of: Drng Canals 372 10 70 70 70 142 ------3520 tutional development in new Bulacan Road 555 30 150 150 100 90 ------4900 areas, pilot areas for Pampanga Resurfacing diversified irrigation Nueva Vizcaya Quirino 7. Tarlac Rehabilitation of the existing Tarlac OECF 1999 2002 T(P) 632,600 261,300 102,450 259,850 ------362,300 0 VII.1-2 Groundwater tubewells and installation of Capaz, L(P) 248,700 40,000 123,700 ------163,700 0 Irrigation pumps & uppurtenant equip- Concepcion, F($) 8,926 1,487 3,242 ------4,729 0 System ment construction of additional Gerona, Reactivation tubewells. La Paz, New 2,200 436 956 808 ------1,764 0 Project Mayantoc, Rehab 300 248 44 8 ------520 Moncada, Canals (km) 33 8 ------0 0 Paniqui, Pumps 50 10 15 17 ------320 Pura,Ramos, Irrigation Struct 442110------0 0 Tarlac & On-farm Facilities ------0 0 Victoria Institutional Streng- thening (# of IAs) 23 ------230 8. Water Improvement of selected Nationwide IBRD 1997 2002 T(P) 2,418,223 1,071,733 245,993 534,370 ------780,363 0 Resources existing irrigation system, L(P) 748,075 50,993 35,930 ------86,923 0 Development expand irrigated area, F($) 50,730 4,643 11,868 ------16,510 0 Project facilitate policy,institutional reform and environmental New 3,125 408 639 2,078 ------2,717 0 improvement. Rehab 62,646 30,658 6,688 25,300 ------31,988 0 Implemented with DENR, Canals (km) 1,382 500 359 629 ------9880 NWRB and DOF Drainage 513 154 108 199 ------3070 Cost of all components is Silt 8 0 5 ------5 0 P 2.418 B. For NIA and DOH Excluders components, total cost is Repair of 9 0 5 ------5 0 P 1.85 B. Structures Erosion 1,142 0 400 383 ------7830 Control Schistosomiasis 3 01------1 0 Control Sediment 3 0 3 ------3 0 Monitoring Environment 1 0 ------0 0 Monitoring Institutional Streng- thening 8 0 - 8 ------8 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 9. Southern Construction and improvement Core Projects: ADB 2000 2006 T(P) 4,065,364 165,732 160,732 541,680 996,342 1,247,033 661,937 291,908----3,899,632 291,908 Philippines of small-to-medium scale irriga- Agusan del Sur L(P) 1,730,964 75,732 189,290 395,485 529,699 283,118 191,908 ----1,665,232 191,908 Irrigation tion systems, strengthen O&M Buenavista F($) 55,581 2,024 8,390 14,306 17,079 9,020 2,381 ---- 53,200 2,381 Sector through beneficiary participa- Agusan Norte; Project tion & institutional capacity Prosperidad New 12,195 0 260 995 4,010 2,900 4,030 ---- 12,195 4,030 of executing agencies. Lanao del Sur Rehab 2,970 270 0 467 1,065 1,168 0 ---- 2,970 0 Construction of four core proj. Butiq Calayagon CIP (250 ha) Gi- Cebu bong RIP (665 ha),Malaig RIP Carcar (2,750 ha) & Can-Asujan SRIP Subprojects: (950 ha). Subprojects consist To be selec- of 6 NIPs, 2 CIPs & 3 SRIPs. ted in Other components include Agusan del environmental & social mea- Norte & Sur, sures & institutional develop- ARMM, ment. Regions 6 & 7 10. Bohol Construction of fill-type dam at Bohol OECF 2000 2005 T(P) 2,384,000 70,000 80,000 407,230 613,000 500,000 713,770 -----2,314,000 0 Irrigation Bayongan to irrigate 4,140 ha Ubay, L(P) 748,000 50,000 154,840 213,000 100,000 190,160 ----- 708,000 0 Project II and link canal to supplement San Miguel, F($) 38,952 714 6,009 9,524 9,524 12,467 ----- 38,238 0 the water supply of Capayas Trinidad Reservoir to irrigate 1,160 ha; New 4,550 0 0 900 1,200 1,000 1,450 ----- 4,550 0 Canal network and on-farm Rehab 750 0 550 - - 200 ------7500 development works will be Dam Constn 1 0 60% 40% ------1 0 undertaken. Canals (km) 80 0 - 20 20 30 10 ----- 800 Drainage 65 0 5 10 15 15 20 ----- 650 Canals Land leveling W 2,800 0 200 500 500 1,000 600 ----- 2,800 0 VII.1-3 Works 11.San Roque Modification of existing Agno Pangasinan JBIC 1999 2008 T(P) 8,634,040 250,000 - 63,100 700,000 700,000 1,860,900 1,900,000 1,800,000 1,610,040 - - 8,634,040 5,310,040 Multipurpose RIS diversion dam, enlarge- Basista, L(P) 8,634,040 - 63,100 700,000 700,000 1,860,900 1,900,000 1,800,000 1,610,040 - - 8,634,040 5,310,040 Irrigation ment of existing main canals & Binmaley, F($) 0 - 0000000-- 0 0 Project laterals, construction of new Urbiztondo, irrigation distribution and Bayambang, New 23,700 - 0 0 0 4,000 5,000 5,000 9,700 - - 23,700 19,700 drainage facilities for about Calasiao, Rehab 47,100 - 0 4,000 4,000 9,500 10,000 10,000 11,000 - - 48,500 31,000 23,700 ha of new area & rehab Mapandan, & improvement of existing Malasiqui, Costs include P250 M Agno RIS, LARIS and AMDRAS. San Carlos C. released in 1999 was Sta. Barbara, for detailed design. Dagupan City, Laoac,Alcala, Manaoag, Mangaldan, Bautista, Binalonan, Sto. Tomas, Urdaneta City, Villasis, Asingan, Balungao, Natividad, Rosales, San Manuel, San Nicolas, San Quintin, Sta. Maria, Tayug Tarlac: Moncada, San Manuel VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 12. Balog- Construction of a 113-m high Tarlac GAA 1999 2008 T(P) 12,028,368 650,000 100,000 175,611 600,000 600,000 2,500,000 2,500,000 2,350,000 2,024,389 - - 10,850,000 6,874,389 Balog earth and rockfill dam across Concepcion, Gerona, L(P) 12,028,368 100,000 175,611 600,000 600,000 2,500,000 2,500,000 2,350,000 2,024,389 - - 10,850,000 6,874,389 Multipurpose Bulsa River to generate elec- Ramos, F($) ------0 0 Project tricity & provide year-round Tarlac, irrigation water to a service La Paz, New 24,849 0 - - 1,000 1,000 4,500 5,000 6,349 7,000 - - 24,849 18,349 area of about 39,150 ha. New Paniqui, Rehab 14,301 3,839 800 0 1,000 1,000 1,000 1,000 2,662 3,000 - - 10,462 6,662 irrigation facilities and Victoria, Dam 1 0 50% ------1 0 appurtenant structures will be Pura Repair of 1 0 ------0 0 provided and existing areas Diversion Dam rehabilitated to include the Intake & 2 0 1 ------1 0 drainage network. Canal Siphon 2 0 - 1 1 ------2 0 13. Apayao- Construction of 1.8-m high Cagayan: GAA 1996 2003 T(P) 850,000 546,778 200,000 75,000 28,222 ------303,222 0 Abulog ogee type dam across Abulog Pamplona, L(P) 850,000 200,000 75,000 28,222 ------303,222 0 Irrigation River, irrigation & drainage Abulog, F($) ------0 0 Systems facilities, rehab of existing Ballesteros, Improvement canals and structures Aparri, New 6,465 0 1,000 3,400 1,565 ------5,965 0 Project Allacapan Rehab 10,535 500 9,000 1,035 ------10,035 0 Apayao: Dam Constructi 1 100.00% ------0 0 Pudtol, Canals (km) 269 8 190 ------1900 Flora, Luna, Drainage 201 0 150 ------1500 Sta. Marcela Roads (km) 250 39 141 ------1410 Project Facilities Terminal Facilities Institutional Dev't VII.1-4 14. Addalam Construction of an overflow Quirino GAA 1997 2003 T(P) 993,994 239,986 175,000 74,500 504,508 ------754,008 0 River type, ogee-shaped rubble Aglipay & L(P) 993,994 175,000 74,500 504,508 ------754,008 0 Irrigation masonry diversion dam across Saguday F($) ------0 0 Project Addalam River; Construction Isabela of canal distribution system, Echague & New 5,830 0 0 0 5,830 ------5,830 0 drainage network, access and Jones Rehab ------0 0 service roads. Diversion Dam 1 0 25% 25% 25% ------1 0 Canals (km) 520 22 20 27 26 ------730 Roads (km) 119 20 18 21 22 ------610 Institutional Dev't ------0 0 15. Itbayat Construction of facilities to Batanes GAA 1996 2002 T(P) 132,620 105,713 17,000 9,907 15,000 ------41,907 0 Integrated divert water from Cabaywan Itbayat L(P) 132,620 CY 2003 allotment is 17,000 9,907 15,000 ------41,907 0 Agric'l River to irrigate 200 hectares F($) - for Batan Island ------0 0 Dev't of farmlands in Itbayat. Irrig. Dev't Program Project New200 50150------2000 Rehab ------0 0 16. Catubig Repair & improvement of Northern Samar GAA 1996 2003 T(P) 243,500 109,404 45,000 - 89,096 ------134,096 0 Irrigation Irawahan & Hibubullao CISs Catubig, L(P) 243,500 45,000 - 89,096 ------134,096 0 Project & construction of Palapag CIP. Las Navas, F($) ------0 0 Palapag, Laoang New 950 250 0 - 700 ------7000 Rehab 1,010 400 200 - 410 ------6100 Roads (km) 21 11 5 - 5 ------100 IA Strengthening 17. Dolores Rehabilitation & restoration Eastern Samar GAA 1996 2004 T(P) 560,000 178,051 80,000 - 100,000 201,949 ------381,949 0 Irrigation of Jicontol CIS, construction Dolores, L(P) 560,000 80,000 - 100,000 201,949 ------381,949 0 Project of Sulong SRIP. Jicontol, F($) ------0 0 Hinolaso, Gap-ang, New 1,629 445 350 - 250 584 ------1,184 0 Can-avid Rehab 500 500 0 ------0 0 Sulong Canals (km) 15 14 5 - 5 5 ------150 Drainage 45 10 5 - 5 10 ------200 Roads (km) 62 30 4 - - 4 ------8 0 Pumps (#) 7 7 ------0 0 IA Strengthening Project Facilities VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 18. Basey Construction of irrigation Western Samar GAA 1996 2006 T(P) 700,500 82,186 - - 120,000 130,000 250,000 118,314 ---- 618,314 118,314 Irrigation facilities to divert water Basey L(P) 700,500 - - 120,000 130,000 250,000 118,314 ---- 618,314 118,314 Project from Bugasan River to irrigate F($) ------0 0 3,000 ha in Basey. (Phase I and II) New 3,000 15 - - 500 650 1,150 685 ---- 2,985 685 Rehab - 0 ------0 0 Canals (km) 66 0 - - 15 15 24 12 ---- 6612 Drainage 110 9 - - 8 8 16 3 ---- 353 Roads (km) 39 9 - - 6 6 11 5 ---- 285 Divrsn Works 1 0 ------0 0 IA Strengthenin 100% 8% - - 20% 24% 35% 10% ---- 1 0 Proj Fclts 19 Bubunawan Construction of two diversion Bukidnon GAA 1996 2003 T(P) 500,000 244,248 100,000 63,100 92,652 ------255,752 0 Irrigation dams & appurtenant structures. Libuna, L(P) 500,000 100,000 63,100 92,652 ------255,752 0 Project One diversion dam would be Baungon F($) 0 ------0 0 constructed across Bubunawan River to serve 2,000 ha located New 3,000 0 2,000 350 650 ------3,000 0 at the the left bank. The other Rehab ------0 0 diversion dam would be constructed across Tumalaong River to serve 1,000 ha. Canal distribution system consists of an 18 km main canal & 11 km lateral & sub-lateral canals. 20. Aulo Construction of small water Palayan City GAA 1996 2003 T(P) 294,200 60,239 30,000 35,200 168,761 ------233,961 0 Irrigation impounding dams & its appur- L(P) 294,200 30,000 35,200 168,761 ------233,961 0 Project tenant structures to store F($) ------0 0 VII.1-5 water for irrigation & provision of irrigation & Dam Construction ------0 0 drainage & on farm facilities. New 810 0 0 810 ------8100 Rehab ------0 0 21. Grain Rehabilitation & expansion of Nationwide ADB 2001 2006 T(P) 2,232,200 - 317,870 565,000 565,000 537,200 247,130 ----2,232,200 247,130 Sector National Irrigation Systems & L(P) 727,234 - 139,290 185,150 185,150 178,148 39,496 ---- 727,234 39,496 Development Communal Irrigation Systems F($) 35,833 - 4,252 9,044 9,044 8,549 4,944 ---- 35,833 4,944 Program -IC covering about 18,500 has. located in 8 identified grain New 1,544 - - 1,160 0 362 22 ---- 1,544 22 trading sub-system areas. Rehab 16,456 - - 4,184 5,284 4,398 2,590 ---- 16,456 2,590 22. Small Construction of small water Nationwide GAA 1989 2009 T(P) 7,985,100 1,232,599 78,000 89,300 300,000 300,000 1,000,000 1,371,912 1,402,589 1,300,000 910,700 - 6,752,501 4,985,201 Reservoir impounding dams and its L(P) 7,985,100 78,000 89,300 300,000 300,000 1,000,000 1,371,912 1,402,589 1,300,000 910,700 - 6,752,501 4,985,201 Irrigation uppurtenant structures to F($) ------0 0 Project store water for irrigation & (SRIP) provision of irrigation & Dam construction drainage and on farm facilities. New 68,298 5,873 1,095 0 2,000 2,000 10,000 12,000 12,000 13,330 10,000 - 62,425 47,330 Rehab 25,102 7,78300002,000 4,000 5,319 6,000 - - 17,319 15,319 Service/Access Roads VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 23. Repair, Rehabilitation/repair and Nationwide GAA 1996 2009 T(P) 4,103,044 594,114 50,000 63,100 200,000 200,000 657,347 655,422 665,766 576,840 440,455 - 3,508,930 2,338,483 rehab of improvement of groundwater L(P) 4,103,044 50,000 63,100 200,000 200,000 657,347 655,422 665,766 576,840 440,455 - 3,508,930 2,338,483 existing pump irrigation projects to F($) ------0 0 groundwater sustain the operation of the irrigation existing wells. New 49,680 13,321 1,373 400 3,479 3,479 6,970 6,150 5,971 5,441 3,096 - 36,359 20,658 Systems, Construction & installation Rehab 8,000 1,461 196 220 1,491 1,491 1,333 537 671 600 0 - 6,539 1,808 Establish- of new deep wells and shallow ment of tubewells nationwide. Groundwater Pump Proj. (Includes P10M allocation for (Pump Irrig. pump irrigation projects for Development CY 2000) Program) 24. Repair, A. Rehabilitation of irrigation Nationwide GAA T(P) 2,000,000 - 1,500,000 500,000 ------2,000,000 0 Rehab, facilities and structures of L(P) 2,000,000 - 1,500,000 500,000 ------2,000,000 0 Restoration NISs & CISs (non-functional F($) ------0 0 & Preventive areas) (Balikatan Sagip Maintenance Patubig Program) New 0 ------0 0 of existing Rehab 63,060 - 47,295 15,765 ------63,060 0 National & Communal B. Preventive maintenance of Nationwide GAA T(P) 1,363,100 Annual 100,000 63,100 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,363,100 750,000 Irrigation existing irrigation facilities L(P) 1,363,100 Program 100,000 63,100 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,363,100 750,000 Facilities & structures in NIS.Activities F($) ------0 0 include minor repairs of measuring & control structures Preventive Maintenance of Irrig facilities 35,760 20,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 535,760 300,000 VII.1-6 Activities include: Desilting of Irrig. Canals (km/cu.m.) Canal Lining or Reshaping (km) Raising of Embankment (km/cu.m.) Grouted Ripraping (km/cu.m.) Construction of New Canals (km) Clearing and Weeding (km/cu.m.) Construction & Modification of Turn-outs (No.) Repair of Diversion Structures (No.) Repair of Irrigation Structures (No.) Repair/Inst. of Steel Gates,Flash Boards,Staff Guages (No.) Installation of Reinforcing Concrete Pipes Repair of Transmission lines 25. Repair & Rehabilitation and repair of Nationwide GAA T(P) 1,337,275 Annual 95,000 42,275 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,337,275 750,000 Rehab of existing service and farm to L(P) 1,337,275 Program 95,000 42,275 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,337,275 750,000 Existing market roads to facilitate the F($) ------0 0 Service & movement of farm produce & Access Roads inputs, as well as farm Road 16,469 1,189 280 1,875 1,875 1,875 1,875 1,875 1,875 1,875 1,875 16,469 9,375 equipment. Repair (km of roads) VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 26. Rehab, Construction of drainage & Nationwide GAA T(P) 1,331,000 Annual 90,000 41,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,331,000 750,000 Repair and flood protection measures to L(P) 1,331,000 Program 90,000 41,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,331,000 750,000 Improvement increase cropping intensities F($) 0 ------0 0 of Drainage in NIS & CIS. & Flood Repair of 14,560 180 40 300 300 300 300 300 300 300 300 2,620 1,500 Protection Drainage (km canals) System in CIS & NIS 27. Feasibi- Preparation of potential Nationwide GAA T(P) 948,300 Annual 100,000 48,300 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 948,300 500,000 lity Study, projects for implementation. L(P) 948,300 Program 100,000 48,300 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 948,300 500,000 Detailed F($) ------0 0 Eng'g of Proposed Projects 28. Agri-Ins- Organization and training Nationwide GAA T(P) 553,800 Annual 30,000 43,800 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 553,800 300,000 titutional of Irrigators' Associations L(P) 553,800 Program 30,000 43,800 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 553,800 300,000 Dev't to develop and strengthen their F($) ------0 0 Program, capabilities for O&M of NISs Nationwide and CISs. T(P) 71,840,331 2,559,670 7,213,153 7,857,327 5,841,491 8,791,154 7,694,686 6,828,355 6,121,269 1,961,155 610,000 55,478,260 23,215,465 L(P) 54,651,744 2,034,000 4,094,503 5,302,983 3,639,801 7,529,673 7,387,052 6,828,355 6,121,269 1,961,155 610,000 45,508,791 22,907,831 F($) 416,534 12,516 74,254 60,818 52,421 30,035 7,3250000237,368 7,325 Sub-Total A VII.1-7 (On-going New 288,795 31,446 18,896 42,197 22,520 31,332 32,887 29,320 35,471 13,096 0 257,165 110,774 Projects) Rehab 293,006 21,978 84,698 38,898 20,040 19,399 18,127 18,652 20,600 0 0 242,392 57,379 Preventive Maintenance in NISs 0 35,760 20,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 535,760 300,000 Sust. O&M 0 00000000000 0 Urgent Rep. 0 00000000000 0 Canals (km) 3,830 999 952 166 109 34 1200002,272 12 Drainage 16,428 641 377 398 475 336 303 300 300 300 300 3,729 1,503 Roads (km) 1,619 474 141 33 10 11500006745 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 B. PIPELINE PROJECTS 1. Bago RIS The project aims to improve Negros JBIC 2002 2005 T(P) 958,697 - 132,030 300,000 300,000 226,667 ----- 958,697 0 Rehab & the operating capability of the Occidental L(P) 681,386 - 95,720 200,000 162,689 222,977 ----- 681,386 0 Improvement Bago RIS thru 5 major compo- Bago City, F($) 6,603 - 865 2,381 3,269 88 ----- 6,603 0 Project nents: system rehabilitation/ Murcia, improvement, improved water Pulupandan, New 1,325 - 0 0 325 1,000 ----- 1,325 0 management, institutional dev't. La Carlota, Rehab 11,952 - 0 3,525 3,500 4,927 ----- 11,952 0 IA dev't.& watershed management Valladolid, Improvement - & protection. San Enrique, Bacolod City Pontevedra 2. Help for Construction of 4 irrigation Northern Samar JBIC 2002 2008 T(P) 2,480,989 FS completed - 145,000 236,994 546,002 650,000 550,000 352,993 - - - 2,480,989 902,993 Catubig systems with an area of 4,550 Catubig, L(P) 620,299 DE on-going - 40,950 65,422 137,380 150,000 150,000 76,547 - - - 620,299 226,547 Agric'l ha, flood protection & drainage Laoang, F($) 44,302 - 2,477 4,085 9,729 11,905 9,524 6,582 - - - 44,302 16,106 Advancement facilities, improvement of Los Navas Project rural infrastructure, schisto- New 4,550 - 0 800 1,000 1,000 1,000 750 - - - 4,550 1,750 Stage I somiasis control and other Rehab ------0 0 agricultural support services. 3. Banaoang Construction of pumping station Ilocos Sur GAA 2002 2006 T(P) 1,477,430 FS completed - - 211,504 300,000 630,000 335,926 ----1,477,430 335,926 Irrigation 150 m upstream of Banaoang Vigan, L(P) 822,200 DE on-going - - 113,215 100,000 360,000 248,985 ---- 822,200 248,985 Project Bridge with 7 units of pumps Magsingal, F($) 15,601 Submitted to - - 2,340 4,762 6,429 2,070 ---- 15,601 2,070 each with capacity of 1.75 cms; San Vicente, ICC construction of 20.6 km main Bantay, San New 6,000 - - 0 0 2,000 4,000 ---- 6,000 4,000 canal and network of lateral Ildefonso, Rehab 0 ------0 0 VII.1-8 and sublateral canals Sto. Domingo 4. Angat Bulacan 2002 2003 T(P) 590,280 - 10,000 30,000 ------40,000 0 Afterbay L(P) 90,000 - 10,000 30,000 ------40,000 0 Regulatory F($) 11,911 ------0 0 Dam 5. Balingasag Construction of concrete Misamis Or. GAA 2002 T(P) 150,000 Pre FS - - 150,000 ------150,000 0 Irrigation diversion weir 1.5 m high with Balingasag L(P) 150,000 completed - - 150,000 ------150,000 0 Project a span of 551 m. across the F($) - DE completed ------0 0 Balatucan River. New 2,000 - - 2,000 ------2,000 0 Rehab ------0 0 6. Agricul- Provision of stable irrigation Occ. Mindoro JICA 2003 2004 T(P) 252,630 Survey - - 101,052 151,578 ------252,630 0 tural water (through surface and Lubang grant L(P) 25,263 ongoing - - 10,105 15,158 ------25,263 0 Productivity groundwater) for CIPs covering Looc F($) 5,414 - - 2,165 3,248 ------5,414 0 Improvement 1,500 ha, recharging wells to and maintain groundwater resources New 1,500 - - 0 1,500 ------1,500 0 Environmental post-harvest facilities, and Rehab ------0 0 Conservation social infrastructure in Lubang Island 7. Rizal Involves use of transbasin Kalinga GAA 2003 2006 T(P) 465,700 FS completed - - 50,000 100,000 190,700 125,000 ---- 465,700 125,000 (Aliog) conveyance system; contruction Rizal L(P) 193,300 DE ongoing - - 50,000 50,000 68,300 25,000 ---- 193,300 25,000 Irrigation of a 3-m deflatable rubber dam F($) 6,486 Submitted to - - 0 1,190 2,914 2,381 ---- 6,486 2,381 Project diversion tunnel, networks of ICC water conveyance, drainage New 1,465 - - 0 465 500 500 ---- 1,465 500 channels and service roads Rehab ------0 0 along the main canals and laterals. VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 8. Rehabili- Project revolves the improve- Cagayan Grant 2003 2005 T(P) 376,000 Submitted - - 40,000 40,000 296,000 ----- 376,000 0 tation of ment of intake facilities and Iguig,Lallo, JICA L(P) 376,000 to ICC - - 40,000 40,000 296,000 ----- 376,000 0 CIADP rehabilitation of pumps for Amulong, F($) ------0 0 IAAPIS and Magapit PIS, to Alcala, make these systems fully Aparri, New ------0 0 operational. Equipment will Camalaniugan, Rehab 14,551 - - 0 0 14,551 ----- 14,551 0 also be provided. Buguey 9. Procure- Spanish 2003 2005 T(P) 892,920 - - 30,000 60,000 90,000 ----- 180,000 0 ment of Grant L(P) 180,000 - - 30,000 60,000 90,000 ----- 180,000 0 Pumps, F($) 16,974 ------0 0 Drilling Rigs & Related Equipment 10.Malitubog- Construction of a diversion Maguindanao IBRD 2003 2008 T(P) 1,351,200 FS completed - - 50,000 200,000 300,000 300,000 282,600 218,600 - - 1,351,200 801,200 Libungan dam across Malitubog River & Pigkawayan L(P) 682,600 Submitted - - 50,000 100,000 150,000 150,000 132,600 100,000 - - 682,600 382,600 Transbasin a transbasin tunnel to carry F($) 15,919 to ICC - - 0 2,381 3,571 3,571 3,571 2,824 - - 15,919 9,967 Irrigation water to Libungan River to North Cotabato Project augment water supply for Libungan New 4,870 - - 0 0 0 500 1,500 2,870 - - 4,870 4,870 9,310 ha of existing area in Midsayap Rehab 9,310 - - - 1,000 2,000 2,000 2,000 2,310 - - 9,310 6,310 Libungan RIS & generate 4,870 ha new area. 11.Participa- Project envisions the optimiza- Nationwide IBRD 2003 2011 T(P) 9,826,900 FS ongoing - - 50,000 300,000 1,215,640 885,700 867,610 1,744,300 1,143,740 689,650 6,896,640 5,331,000 tory tion of irrigation potentials L(P) 1,965,400 - - 50,000 100,000 283,130 177,140 173,520 268,860 228,750 137,930 1,419,330 986,200 VII.1-9 Irrigation of both NIS & CIS nationwide. F($) 187,179 - - - 4,762 22,203 16,870 16,526 35,130 21,785 13,136 130,412 103,448 Development It covers a total service area Project of 323,917 ha and involves New 8,247 - - - 0 500 1,000 1,000 1,000 1,000 1,000 5,500 5,000 Phase I restoration/rehabilitation/cons- Rehab 315,670 - - - 0 19,000 40,000 40,000 40,000 40,000 40,000 219,000 200,000 truction of irrig. facilities, augmentation of water supply, Additional Irrig. Area institutional strengthening, WS 83,293 dev't of appropriate technolo- DS 111,687 gies, watershed protection & erosion control & the augmen- tation/improvement of NIA's technical capability for FS, DE & PBME. 12.Irrigation The project aims to replace & Nationwide 2003 2006 T(P) 4,130,000 Submitted - - 480,000 1,250,000 1,200,000 1,200,000 ----4,130,000 1,200,000 Management or upgrade the ageing O&M L(P) 1,150,000 to ICC - - 200,000 350,000 300,000 300,000 ----1,150,000 300,000 Improvement equipment of NIA. Project F($) 70,952 - - 6,667 21,429 21,429 21,429 ---- 70,952 21,429 Project components are: a)strengthening of equipment management, b)re-fleeting of NIA equipment and c)construction of Equipment Service Centers(3) and Group Pools(10). 13. Bicol Rehabilitation of Libmanan- Libmanan, ADB 2003 2009 T(P) 3,876,000 FS completed - - 150,000 300,000 388,000 536,000 720,000 904,000 878,000 - 3,876,000 3,038,000 River Basin Cabusao RIS; construction & Cabusao, L(P) 1,440,000 DE completed - - 50,000 100,000 100,000 200,000 300,000 400,000 290,000 - 1,440,000 1,190,000 Flood rehab of communal projects, Nabua, F($) 58,000 - - 2,381 4,762 6,857 8,000 10,000 12,000 14,000 - 58,000 44,000 Control and drainage & flood protection Iriga,Baao Irrigation works. Bulan,Pili, New 10,000 - - 0 100 1,000 1,000 2,000 2,000 3,900 - 10,000 8,900 Development Buhi, Oas Rehab 4,304 - - 0 500 1,695 935 174 1,000 0 - 4,304 2,109 Project-IC Libon, Bato, Pulangui 14. River Bicol and IBRD 2003 2011 T(P) 2,500,000 - - 50,000 150,000 300,000 400,000 400,000 400,000 400,000 400,000 2,500,000 2,000,000 Basin and Mindanao L(P) 646,000 - - 50,000 150,000 50,000 75,000 96,000 75,000 75,000 75,000 646,000 396,000 Watershed F($) 44,143 - - 0 0 5,952 7,738 7,238 7,738 7,738 7,738 44,143 38,190 Program (with DPWH) New------0 0 Rehab ------0 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 15.Irrigation The SISDP will consist of two MARIIS ADB 2004 2009 T(P) 5,000,000 TA for project - - - 400,000 500,000 900,000 1,200,000 1,100,000 900,000 - 5,000,000 4,100,000 Sector pilot projects for irrigation AMRIS L(P) 2,000,000 preparation - - - 160,000 200,000 400,000 500,000 400,000 340,000 - 2,000,000 1,640,000 Development modernization & siltation F($) 71,429 Submitted - - - 5,714 7,143 11,905 16,667 16,667 13,333 - 71,429 58,571 Program, management (MRIIS & AMRIIS) Antique to ADB Package II once subproject for generating Sibalom, New 10,000 - - - 0 0 1,000 2,000 3,000 4,000 - 10,000 10,000 new areas & restoration of San Jose, Rehab 130 - - - 0 0 130000-130130 nonfunctional service area Hamtic Dam 2 (Sibalom San Jose Reservoir Construction Project in Antique, 4,4485 ha) O&M Improvement & one storage dam across Sedimentation & Bayabas River in Bulacan as Siltation control an alternative source of water & prevention supply to replace water alloca- tion for irrigation from Angat Reservoir. 16. Saug Construction of a 46-m high Davao del ADB 2004 2009 T(P) 1,960,610 FS completed - - - 50,000 325,000 450,000 500,000 375,000 260,610 - 1,960,610 1,585,610 Reservoir storage dam, irrigation & Norte L(P) 885,060 DE on-going - - - 50,000 125,000 200,000 250,000 175,000 85,060 - 885,060 710,060 Project drainage facilities to irrigate New Corella F($) 25,608 Submitted - - - 0 4,762 5,952 5,952 4,762 4,180 - 25,608 20,846 6,730 ha; construction of to ICC powerhouse & installation of New 5,000 - - - 0 0 500 1,500 1,500 1,500 - 5,000 5,000 hydropower plant with 1,000 Rehab 1,730 - - - 0 500 500 730 0 0 - 1,730 1,230 KW capacity. 17.Kadingilan Construction of diversion dam Bukidnon IBRD 2004 2007 T(P) 1,423,100 FS completed - - - 50,000 450,000 550,000 373,100 - - - 1,423,100 923,100 Irrigation across Maridugo River & canal Kadingilan, L(P) 679,600 DE on-going - - - 50,000 200,000 250,000 179,600 - - - 679,600 429,600 Project distribution system to Don Carlos, F($) 17,702 Submitted - - - 0 5,952 7,143 4,607 - - - 17,702 11,750 irrigate 6,000 hectares. Pangantucan to ICC & Kalilangan New 6,000 - - - 0 1,000 1,500 3,500 - - - 6,000 5,000 VII.1-10 Rehab ------0 0 18. Tumauini Construction of a storage dam, Isabela JBIC 2004 2009 T(P) 2,349,000 FS completed - - - 50,000 375,000 500,000 600,000 450,000 374,000 - 2,349,000 1,924,000 Reservoir new irrigation & drainage Cabagan, L(P) 469,800 DE on-going - - - 50,000 75,000 100,000 100,000 100,000 44,800 - 469,800 344,800 Project facilities & rehabilitation Ilagan, F($) 44,743 Submitted - - - 0 7,143 9,524 11,905 8,333 7,838 - 44,743 37,600 of the existing NIS. Available Tumauini to ICC head from reservoir will also New 2,385 - - - 0 0 500 500 500 885 - 2,385 2,385 be used to separate hydro Rehab 3,615 - - - 0 1,000 1,000 1,000 615 0 - 3,615 2,615 electric power 19. Malitubog- Development of the Lower North Cotabato JBIC 2004 2010 T(P) 2,803,370 FS completed - - - 50,000 184,000 310,000 456,000 545,000 694,000 564,370 2,803,370 2,569,370 Maridagao Malitubog and Pagalungan Pikit L(P) 688,250 DE completed - - - 50,000 100,000 100,000 120,000 125,000 106,000 87,250 688,250 538,250 Irrigation Extension areas. Water will be F($) 50,360 - - - 0 2,000 5,000 8,000 10,000 14,000 11,360 50,360 48,360 Project II diverted from the Maridagao Maguindanao Diversion Works. Pagalungan New 8,760 - - - 00005003,000 2,760 6,260 6,260 Rehab ------0 0 20. Partici- Project envisions the optimiza- Natiowide GAA 2004 2012 T(P) 8,468,320 FS ongoing - - - 632,780 1,219,950 763,260 747,620 1,589,330 985,650 594,290 6,532,880 4,680,150 patory tion of irrigation potentials L(P) 1,693,660 - - - 126,550 243,990 152,650 149,520 317,870 197,130 118,860 1,306,570 936,030 Irrigation by improving efficiency and F($) 161,301 - - - 12,053 23,237 14,538 14,240 30,273 18,774 11,320 124,436 89,146 Development augmentation of water supply Program for water supply for existing New 10,540 - - - 255 600 1,200 1,200 1,500 1,500 1,500 7,755 6,900 Phase II systems. It will cover 340,213 Rehab 329,673 - - - 6,500 20,000 42,000 42,000 42,000 42,000 42,000 236,500 210,000 ha with about 253,135 farm families.These were not Additional Irrg Area included in phase I of the WS 72,870 project. DS 79,391 21. North Construction of diversion dam Zambales GAA 2005 2006 T(P) 190,500 FS completed ---- 90,500 100,000 ---- 190,500 100,000 Lawis across North Lawis River to Candelaria L(P) 190,500 ---- 90,500 100,000 ---- 190,500 100,000 Irrigation irrigate 1,270 ha; 7.7 km main F($) ------0 0 Project canal & 20.66 km lateral canal improvement of natural New 1,270 ---- 01,270 ---- 1,270 1,270 drainage/waterways. Rehab ------0 0 22. Quipot Construction of a 4.5-m high Quezon GAA 2005 2008 T(P) 750,000 FS & DE ---- 100,000 150,000 250,000 250,000 - - 750,000 650,000 Irrigation & 100-m long dam, irrigation Tiaong L(P) 750,000 completed ---- 100,000 150,000 250,000 250,000 - - 750,000 650,000 Project & drainage facilities Sariaya F($) ------0 0 Phase I Candelaria and II Batangas New 3,410 ---- 056002,850 - - 3,410 3,410 San Juan Rehab 770 ---- 06200150--770770 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 23. Ilocos Construction of a 143.5 m.high Ilocos Norte JBIC 2005 2013 T(P) 14,994,000 FS completed ---- 145,194 209,194 569,318 1,289,318 1,960,000 2,270,000 6,443,024 6,297,830 Norte fill type dam with 232 MCM Badoc,Pinili, L(P) 5,049,380 Submitted to ---- 144,480 149,680 299,720 599,720 700,000 800,000 2,693,600 2,549,120 Irrigation reservoir capacity; 9.1-km Nueva Era, F($) 236,777 ICC ---- 171,417 6,419 16,419 30,000 35,000 89,272 89,255 Project headrace and tailrace tunnels; Batac,Paoay, (Palsiguan) afterbay concrete gravity dam; Solsona,Cura New 12,400 ---- 001,000 1,000 2,000 2,000 6,000 6,000 Phase II powerplant (6.8 mw);irrigation Ilocos Sur Rehab 0 ---- 0000000 0 facilities to cover 12,400 ha Sinait & supplement water supply for (Dam is in 7,240 ha in Stage I Abra.) 24. Talakag Construction of a 2.0-m high Bukidnon GAA 2005 2007 T(P) 339,661 FS completed ---- 75,000 139,661 125,000 - - - 339,661 264,661 Irrigation & 110-m long concrete ogee- Talakag L(P) 339,661 DE completed ---- 75,000 139,661 125,000 - - - 339,661 264,661 Project shaped rubble masonry dam F($) ------0 0 across Batang River, canal distribution network, drainage New 2,800 ---- 05002,300 - - - 2,800 2,800 facilities, O&M roads, on-farm Rehab ------0 0 & other facilities. 25. Alcala Construction of pumping station Cagayan 2005 2008 T(P) 1,388,000 Stage I - FS ---- 138,800 250,800 250,700 250,700 - - 891,000 752,200 Amulung West irrigation & drainage facilities Alcala (Stage I & II) L(P) 347,000 completed. ---- 55,520 100,320 100,280 100,280 - - 356,400 300,880 Pump to irrigate 7,700 hectares Amulung F($) 24,786 ---- 1,983 3,583 3,581 3,581 - - 12,729 10,746 Irrigation consisting of stages I, II & III. Project New 7,700 ---- 05001,000 2,500 - - 4,000 4,000 Rehab ------0 0 2014 2017 (Stage III) VII.1-11 26. Mibolo- Water coming from Blue Spring Iligan City 2005 T(P) 70,000 For Study ---- 70,000 ----- 70,000 0 Tipanoy would be conveyed through a Lanao del L(P) 70,000 No ICC ---- 70,000 ----- 70,000 0 Irrigation piping system ans stored in a Norte F($) - clearance ------0 0 Project number of pressure tanks or needed reservoir to irrigate an area New 300 ---- 300-----3000 of 300 has. through sprinkler Rehab ------0 0 irrigation.Crop diversification would be introduced in the area. 27. Upland Provision of irrigation for Laguna GAA 2005 2007 T(P) 504,500 FS completed ---- 50,000 250,000 204,500 - - - 504,500 454,500 Irrigation upland vegetable crops & Nagcarlan, L(P) 504,500 Submitted ---- 50,000 250,000 204,500 - - - 504,500 454,500 and Rural introduce crop diversification. Liliw, F($) - to ICC ------0 0 Development Majayjay Project New320---- 0100220---320320 in Southern Rehab ------0 0 Luzon 28. Infanta Construction of an impounding Pangasinan Proposed 2005 2006 T(P) 250,000 FS completed ---- 100,000 150,000 ---- 250,000 150,000 Impounding dam & facilities to irrigate Infanta for L(P) 250,000 DE completed ---- 100,000 150,000 ---- 250,000 150,000 Irrigation additional 560 ha and augment JICA F($) ------0 0 Project water supply for 620 ha grant New560---- 0560----560560 Rehab 620 ---- 0620----620620 29. Tineg Construction of 2 m high Abra GAA 2006 2009 T(P) 592,300 FS completed ----- 50,000 100,000 250,000 192,300 - 592,300 592,300 River diversion dam & its appurtenant Lagayan, L(P) 266,700 DE on-going ----- 50,000 50,000 100,000 66,700 - 266,700 266,700 Irrigation structures across Tineg River, La Paz F($) 7,752 Submitted ----- 01,190 3,571 2,990 - 7,752 7,752 Project 13.54 km main conveyance to ICC systems 20,21 km lateral & New 1,950 ----- 005001,450 - 1,950 1,950 sub-lateral canals & on-farm Rehab 0 ------0 0 facilities. Flood protection dikes along the river will also be constructed. Irrigation facilities shall cover 1,950 ha. 30. Mapanuepe Construction of a barrage type Zambales GAA 2006 2007 T(P) 160,095 FS completed ----- 70,000 90,095 - - - 160,095 160,095 Lake weir across the cut-off channel. San L(P) 160,095 DE on-going ----- 70,000 90,095 - - - 160,095 160,095 Irrigation to raise the water level by Marcelino, F($) ------0 0 Project about 3.5 m from the mouth of San Antonio, the lake & store about 17.995 San Narciso New 1,900 ----- 01,900 - - - 1,900 1,900 mcm of water for irrigation. Rehab ------0 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 31. Watershed & Watershed protection/reforesta- Tarlac GAA 2006 2010 T(P) 289,000 FS completed ----- 57,800 57,800 57,800 57,800 57,800 289,000 289,000 and tion & erosion control measures Mayantoc,Tarlac,San Clemente L(P) 289,000 No ICC ----- 57,800 57,800 57,800 57,800 57,800 289,000 289,000 Erosion in 10 NISa: Camiling RIS, Zambales F($) - clearance ------0 0 Control Maranding RIS, Baco-bucayo RIS, Candelaria,Masinloc needed. For Ten Agos, Tumauini, Barit, Cura, Pangasinan Refstn(ha) 4,200 ----- 8408408408408404,200 4,200 Irrigation Pongso,Cantingas & Matogdon. San Manuel Assisted 1,000 ----- 2002002002002001,000 1,000 Systems To be implemented with DA, Lanao del Norte regeneration(ha) DENR, LGUs and NGOs Salvador, Sapad, Nunungan Hill 31,600 ----- 6,320 6,320 6,320 6,320 6,320 31,600 31,600 Oriental Mindoro farming(ha) Naujan, Baco, San Teodoro Road 195 ----- 3939393939195195 Occidental Mindoro Improv't(km) Sta. Cruz Wd lots(ha) 7,300 ----- 1,460 1,460 1,460 1,460 1,460 7,300 7,300 Quezon Streambanks Protection Infanta, Gen.Nakar (km) 4 ----- 000000 0 Rizal Soil 2,000 ----- 4004004004004002,000 2,000 Tanay Conservation(ha) Isabela Orchard 700 ----- 100100200200100700700 Tumauini,Cabagan, Divilacan, Plantation(ha) Maconacon,San Pablo, Livelihood Assistance ------0 0 Camarines Sur Pasture Improvement Buhi (ha) 500 ----- 100100100100100500500 Ilocos Norte Social 500 ----- 100100100100100500500 Carasi Forestry(ha) Northern Leyte Carigara,Jaro,Tunga Romblon Magdiwang, Cajidiocan,San Fernando Camarines Norte VII.1-12 Labo 32. Sto. Construction of facilities and Catanduanes GAA 2006 2007 T(P) 72,000 FS on-going ----- 55,000 17,000 - - - 72,000 72,000 Domingo installation of pump for Virac L(P) 72,000 ----- 55,000 17,000 - - - 72,000 72,000 Pump Irrig. irrigation at Buyo River to F($) 0 ------0 0 Project irrigate 720 ha of farmlands. New720----- 0720---720720 Rehab 0 ------0 0 33. Muleta Construction of an impounding Bukidnon IBRD 2006 2011 T(P) 1,550,000 FS on-going ----- 80,000 248,000 285,000 369,000 344,000 1,326,000 1,326,000 Reservoir earthfill dam across Muleta Maramag, L(P) 387,500 ----- 80,000 80,000 75,000 75,000 50,000 360,000 360,000 Irrigation River at about 1km upstream Valencia F($) 27,679 ----- 04,000 5,000 7,000 7,000 23,000 23,000 Project of Muleta RIS Dam; generation Don Carlos of additional 7,341 ha and New 7,341 ----- 001,000 1,000 2,000 4,000 4,000 rehabilitation of 2,429 ha of Rehab 2,429 ----- 01,000 1,000 429 0 2,429 2,429 existing service areas. 34. Mabini Construction of a 88.5-m high, Pangasinan Proposed 2007 2013 T(P) 6,164,000 FS completed ------206,000 520,000 880,000 1,200,000 2,806,000 2,806,000 Irrigation 530-m long, 4.12 million cubic Alaminos, BOT L(P) 1,015,300 For DE ------80,000 100,000 250,000 360,000 790,000 790,000 Project meters volume embankment Mabini, F($) 122,588 ------3,000 10,000 15,000 20,000 48,000 48,000 1dam; 92 km irrigation canals; Bani, Sual hydropower plant w/ installed New 11,500 ------000500500500 capacity of 10 mw, and other Rehab ------0 0 appurtenances 35. Alip Construction of Damalipao Maguindanao GAA 2007 T(P) 108,000 ------108,000 - - - 108,000 108,000 River stream check, silt ejector & Datu Piglas L(P) 108,000 ------108,000 - - - 108,000 108,000 Irrigation repair/rehab of existing F($) 0 ------0 0 System irrigation facilities. New300------300---300300 Rehab 3,000 ------3,000 - - - 3,000 3,000 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 36. Western The project has five components. Albay Proposed 2007 2008 T(P) 423,700 FS completed ------150,000 273,700 - - 423,700 423,700 Legaspi The lowland rural development Camalig, for L(P) 186,400 For DE ------50,000 136,400 - - 186,400 186,400 Irrigation component involves the cons- Daraga JICA F($) 5,650 ------2,381 3,269 - - 5,650 5,650 and Rural truction of diversion weir in grant Development Lamalag to irrigate 130 ha & New 525 ------0525--525525 Project-IC 16.8 m high dam in Daraga to Rehab ------0 0 irrigate 395 ha.The upland rural dev't to increase yields & production of corn, coconut & other diversified crops.Other components are rural road upgrading, rural water supply rehabilitation & integrated support services. 37. Titay Construction of a 30-m high Zamboanga del GAA 2007 2010 T(P) 1,100,000 FS on-going ------100,000 200,000 300,000 500,000 1,100,000 1,100,000 Valley storage dam, irrigation & Norte & Sur L(P) 1,100,000 ------100,000 200,000 300,000 500,000 1,100,000 1,100,000 Irrigation drainage facilities & Titay, F($) ------0 0 Project installation of groundwater Kalawit pumps to provide year-round New 3,800 ------08001,500 1,500 3,800 3,800 irrigation to 4,100 hectares. Rehab 300 ------300000300300 38.Pila River Project areas to provide irri- Pangasinan JBIC 2007 2014 T(P) 6,076,400 FS completed ------200,000 400,000 600,000 950,000 2,150,000 2,150,000 Multipurpose gation water supply to one NIS & Mangatarem L(P) 3,396,800 DE on-going ------100,000 150,000 200,000 410,000 860,000 860,000 Project 36 CIS (rehab of total area of Aguilar F($) 63,800 ------2,381 5,952 9,524 12,857 30,714 30,714 8,252) & generate additional Bugallon area of 6,138 ha. It involves New 6,138 ------000500500500 the construction of 111 m Rehab 8,252 ------01,000 2,000 2,000 5,000 5,000 VII.1-13 storage dam & appurtenant structures across Pila River & hydroelectric power plant with installed capacity of 9000 kw. 39. Puyo Construction of reservoir & Agusan Norte GAA 2007 2008 T(P) 254,000 For FS ------54,000 200,000 - - 254,000 254,000 Small appurtenant structures to Jabongan L(P) 254,000 ------54,000 200,000 - - 254,000 254,000 Reservoir provide irrigation water to F($) ------0 0 Irrigation 1,250 hectares. Project New 1,250 ------2501,000 - - 1,250 1,250 Rehab ------0 0 40. Talayan Construction/rehabilitation of Maguindanao GAA 2008 T(P) 104,000 For Detailed ------104,000 - - 104,000 104,000 River 50 units structures, rehab of L(P) 104,000 Engineering ------104,000 - - 104,000 104,000 Irrigation canals & construction of canal F($) 0 ------0 0 System lining & construction of Farm to Market Roads. New 388 ------388--388388 Rehab 700 ------700--700700 41. Loboc Construction of pipeline & Bohol GAA 2008 2009 T(P) 60,000 For FS ------30,000 30,000 - 60,000 60,000 Valley irrigation facilities for Loboc L(P) 60,000 ------30,000 30,000 - 60,000 60,000 Irrigation 250 hectares. F($) 0 ------0 0 Project New250------250-250250 Rehab 50 ------50--5050 42.Pagalungan Construction of Terrubian Dam, Maguindanao GAA 2008 2010 T(P) 699,000 For FS ------200,000 200,000 299,000 699,000 699,000 RIS Reha- repair/rehab of canals, canal L(P) 699,000 ------200,000 200,000 299,000 699,000 699,000 bilitation structures, terminal & drainage F($) 0 ------0 0 Project facilities & construction of trapezoidal canal lining. New 380 ------0145235380380 Rehab 820 ------0400420820820 43. Sibuguey Provide irrigation for Zamboanga Sur GAA 2008 2010 T(P) 500,000 FS on-going ------75,000 200,000 225,000 500,000 500,000 RIS irrigable areas within the Bayug, Buug, L(P) 500,000 ------75,000 200,000 225,000 500,000 500,000 Extension valley not irrigated by the Diplahan, F($) ------0 0 existing Sibuguey RIS. Imelda,Payao, Lakewood, New 3,000 ------05002,500 3,000 3,000 Cisiay Rehab ------0 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 44. Jalaur Improvement of irrigated Iloilo JBIC 2008 2013 T(P) 2,187,000 FS completed ------164,000 226,000 436,000 826,000 826,000 Irrigation agriculture through rehabilita- Barotac,Pavia L(P) 546,750 For Detailed ------80,000 100,000 100,000 280,000 280,000 Systems & tion/improvement of existing Nuevo, Mina, F($) 39,054 Engineering ------2,000 3,000 8,000 13,000 13,000 Rural Area systems, applying adequate Dingle, Zarraga, Development farming technology & Pototan, Dumangas, New ------0 0 Project introducing crop diversifi- San Miguel, Rehab 21,760 ------03,000 4,000 7,000 7,000 cation. Oton,Leganes New Lucena 45. Ilocos Construction of two diversion Ilocos Sur JBIC 2008 2013 T(P) 2,000,000 FS completed ------144,000 268,000 436,000 848,000 848,000 Sur dams (10 m & 6.7 m high); Sta. Lucia, L(P) 500,000 Needs ------60,000 100,000 100,000 260,000 260,000 Transbasin 192 km of irrigation and Sta. Cruz, F($) 35,714 updating ------2,000 4,000 8,000 14,000 14,000 Project drainage canals; hydro power Burgos, Luna For DE plant w/ installed capacity of Sta. Maria, Luna, New 4,000 ------05007001,200 1,200 6.5 mw;20 km transmission Narvacan, Rehab 5,830 ------01,000 1,000 2,000 2,000 lines and other appurtenances San Esteban 46. Maganoy Construction of impounding Maguindanao IBRD 2008 2013 T(P) 1,500,000 FS on-going ------163,500 260,000 369,000 792,500 792,500 Dam No. 3 earthfill dam 45 m above the Maganoy, L(P) 375,000 ------37,500 50,000 75,000 162,500 162,500 Development riverbed of Cabilaan River for Ampatuan, F($) 26,786 ------3,000 5,000 7,000 15,000 15,000 Project irrigation, power generation Sultan and fisheries. Kudarat, New 8,800 ------00500500500 Esperanza, Rehab 0 ------0 0 Isulan, Bagumbayan 47. Lake Construction of new Small Lanao del Sur GAA 2009 2016 T(P) 2,820,000 For FS ------100,000 150,000 250,000 250,000 Lanao Scale Irrigation Projects & Taraka,Masiu, L(P) 2,820,000 ------100,000 150,000 250,000 250,000 VII.1-14 Irrigation rehabilitation of existing CIS Bubong,Pualas,Bayang, F($) ------0 0 Development located around Lake Lanao. Lumba-Bayabao,Maguing, Project Balindong,Tubaran, New 15,000 ------02,000 2,000 2,000 Marawi City,Mulondo, Rehab 7,000 ------01,000 1,000 1,000 Buadipuso-Buntong, Ditsaan-Ramain,Ganassi, Lumbatan,Madalum,Madamba, Lumbayanagui,Marantao, Poona-Bayabao,Bacolod-kalawi 48. Adgaoan - Construction of rubber dams Agusan Sur ADB 2009 2014 T(P) 1,853,306 For FS ------136,500 258,000 394,500 394,500 Umayan at two independent projects. Lapaz, L(P) 455,000 ------52,500 90,000 142,500 142,500 Irrigation The Adgaoan rubber dam & Loreto F($) 33,293 ------2,000 4,000 6,000 6,000 Project the Umayan rubber dam. New 16,000 ------01,000 1,000 1,000 Rehab ------0 0 49. Tago RIS Surigao del 2009 2011 T(P) 1,800,000 For FS ------501,500 500,000 1,001,500 1,001,500 Extension Sur L(P) 1,800,000 ------501,500 500,000 1,001,500 1,001,500 Tago F($) ------0 0 San Miguel New------0 0 Rehab 6,927 ------1,000 2,000 3,000 3,000 50. Ojot Construction of irrigation and Agusan del Sur 2009 2012 T(P) 500,000 For FS ------80,000 100,000 180,000 180,000 Irrigation drainage facilities to serve L(P) 500,000 ------80,000 100,000 180,000 180,000 Project 2,200 hectares of new areas F($) ------0 0 in Agusan del Sur New 2,200 ------245245245 Rehab ------0 0 51. Debibi The project envisioned to Quirino GAA 2009 2012 T(P) 640,000 For further ------100,000 150,000 250,000 250,000 Groundwater irrigate a potential area of Cabarruguis, L(P) 640,000 study ------100,000 150,000 250,000 250,000 Irrigation 4,000 has. It would include Saguday F($) 0 ------0 0 Project several communal irrigation systems. New 4,000 ------0500500500 Rehab 0 ------0 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 52. Balintingon Construction of 140 m high, Nueva Ecija BOT 2009 2015 T(P) 5,083,000 FS completed ------253,000 450,000 703,000 703,000 Reservoir rockfill central-core dam & its General L(P) 1,525,000 Submitted ------75,000 100,000 175,000 175,000 Project appurtenant structures across Tinio F($) 84,714 to ICC ------4,238 8,333 12,571 12,571 Sumacbao River, powerhouse w\ installed capacity of 44 MW, New 18,800 ------000 0 diversion weir & irrigation Rehab ------0 0 facilities to update 14,900 ha in Balintingon area & expand UPRIIS District 4 by 3,900 ha. 53. Magat Rehabilitation & protection of Isabela:Ramon GAA 2009 2013 T(P) 2,600,000 FS completed ------268,000 520,000 788,000 788,000 Watershed the Magat Watershed through Nueva Vizcaya L(P) 920,000 ------100,000 184,000 284,000 284,000 and reforestation involving NIA,FMB Aritao, F($) 40,000 ------4,000 8,000 12,000 12,000 Erosion & private sector, smallhold Bagabag, 0 Control agro-forestry, agro-forestry Bambang, Refores- 27,560 ------5,000 5,000 10,000 10,000 Project livestock & construction & Bayombong, tation maintenance of about 1,405 Diadi, km forest roads. Dupax Norte, Dupax Sur, Kayapa, Quezon, Sta. Fe, Solano, Villaverde Ifugao Aguinaldo Banaue, VII.1-15 Hingyon, Hungduan, Kiangan, Lagawe,Lamut Mayoyao, Potia,Tinoc 54. Asue Construction of a 48.5-meter Iloilo JBIC 2009 2015 T(P) 4,061,000 FS needs ------134,000 586,000 720,000 720,000 Irrigation high, 265-m long, 796,000-cubic Sara, L(P) 1,685,000 updating ------50,000 250,000 300,000 300,000 Project meter volume embankment dam; San Dionisio, F($) 56,571 For Detailed ------2,000 8,000 10,000 10,000 139 km irrigation & drainage Ajuy, Engineering canals; hydro power plant with Concepcion New 7,120 ------000 0 installed capacity of 1.4 mw; Rehab ------0 0 10 km transmission lines and other appurtenances 55. Lake Development of an irrigation Agusan del ADB 2009 2016 T(P) 2,456,250 With Pre-FS ------161,000 306,000 467,000 467,000 Mainit projects for the agricultural Norte L(P) 356,250 ------35,000 54,000 89,000 89,000 Integrated lands along the periphery of Surigao del F($) 50,000 ------3,000 6,000 9,000 9,000 Area Lake Mainit & the vast area Norte Development south of the lake down to Cabad- Mainit, New 20,000 ------02,000 2,000 2,000 Project-IC baran plains. At each new Tubod, Rehab ------0 0 development, appurtenant Alegria, irrigation, drainange & on-farm Kitcharao facilities will be provided. Jabonga 56. Gumain Construction of 108 m high, Pampanga 2010 2018 T(P) 7,590,000 FS completed, ------134,000 134,000 134,000 Reservoir zoned embankment dam to Floridablanca L(P) 1,900,000 for updating ------50,000 50,000 50,000 Project store irrigation water to serve Guagua,Lubao F($) 135,476 ------2,000 2,000 2,000 11,000 ha of paddy & 5,200 ha. Sta. Rita of sugarcane area & augment Bataan New 16,200 ------00 0 water supply to 7,900 ha in Dinalupihan Rehab 7,900 ------00 0 Porac-Gumain & Caulaman RIS Hermosa 57. Matuno Construction of a 147-m high, Nueva Vizcaya BOT 2010 2019 T(P) 461,160 FS completed, ------310,000 310,000 310,000 Irrigation 580-m long, 10 million cubic Bambang, L(P) 228,354 Submitted ------100,000 100,000 100,000 Project meter volume embankment dam; Bagabag, F($) 232,806 to ICC ------5,000 5,000 5,000 3 diversion dams (1.6 m, 1.8 m, Solano, and 2.5 m long); 335 km Bayombong New 12,680 ------00 0 irrigation & drainage canals; Villa Verde Rehab ------0 0 2 units @ 92.7 mw hydropower plant and other appurtenances VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 58. Negros Expansion of irrigated area for Negros Occ. IBRD 2010 2015 T(P) 1,500,000 For FS ------124,000 124,000 124,000 Occidental rice and sugarcane production Kabangkalan, L(P) 375,000 ------40,000 40,000 40,000 Irrigation by providing new irrigation & Ilog, F($) 26,786 ------2,000 2,000 2,000 Package drainage facilities through Himamaylan, construction of Sicaba-Manapla, Cauayan, New 28,925 ------00 0 Malogo, Binalbagan & Binalbagan, Rehab ------0 0 Hilabangan irrigation projects. Isabela, La Castellana, Talisay, Manapla, Moises Padilla, Hinigaran, Siluay 59. Jalaur Construction of several small Iloilo JBIC 2010 2017 T(P) 6,000,000 For FS ------226,000 226,000 226,000 Alternative impounding dams upstream of Maasin, L(P) 1,500,000 ------100,000 100,000 100,000 Scheme the Jalaur service area to Alimodian, F($) 112,500 ------3,000 3,000 3,000 Project increase water supply for Lambunao, irrigation and construction Calinog, New 20,000 ------00 0 of new facilities. Janiuay Rehab 0 ------00 0 60. Land The proposed project will North Cotabato IBRD 2010 2016 T(P) 2,947,500 For FS ------260,000 260,000 260,000 Reclamation involve reclamation through Pikit L(P) 427,500 ------50,000 50,000 50,000 & Resettle- poldering of lands which are F($) 60,000 ------5,000 5,000 5,000 ment inundated during wet months Maguindanao Project in but dry during the rest of the Pagalungan New 30,000 ------00 0 Liguasan year.A complementary gravity Rehab ------0 0 VII.1-16 Marsh irrigation & pumping scheme is expected. 61. Chico- Construction of the Mallig Kalinga, GAA 2010 2015 T(P) 4,680,000 For FS ------468,000 468,000 468,000 Mallig No. 2 Storage Dam to provide Isabela, L(P) 1,872,000 ------187,200 187,200 187,200 Irrigation water to a net irrigable area Cagayan F($) 66,857 ------6,686 6,686 6,686 and Dam of 31,200 ha comprising of 4 Rizal, Project separate areas. Irrigation & Magsaysay, New 31,200 ------00 0 drainage facilities will also Enrile, Gadu Rehab ------0 0 be constructed. Liwan, 62. Salug Construction of rockfill dam or Zamboanga Sur GAA 2010 2016 T(P) 5,000,000 With project ------100,000 100,000 100,000 Multipurpose concrete dam with a maximum Molave, L(P) 1,250,000 identification ------100,000 100,000 100,000 Irrigation height of 100 meters. The Mahayag, F($) 89,286 ------0 0 Project project will irrigate about Tambulig, 22,000 ha, of 11,700 ha are Bonifacio, New 10,300 ------00 0 presenty irrigated. Magsaysay Rehab 11,700 ------00 0 63. Dibuluan Construction of a 4 meter Isabela GAA 2010 2011 T(P) 191,000 For FS ------100,000 100,000 100,000 Irrigation diversion dam across the San Agustin, L(P) 191,000 ------100,000 100,000 100,000 Project Dibuluan River & irrigation Jones F($) ------0 0 facilities for 3,000 hectares of farmland. New 3,000 ------00 0 Rehab ------0 0 64. Villaverde Construction of an intake Nueva Vizcaya GAA 2010 2011 T(P) 150,000 For FS ------70,000 70,000 70,000 Irrigation structure at the end check of Villaverde, L(P) 150,000 ------70,000 70,000 70,000 Project the Lamut CIS & facilities Solano F($) ------0 0 to irrigate 3,000 hectares. New 3,000 ------00 0 Rehab ------0 0 65. Kulaman Construction of small dams & Sultan Kudarat GAA 2010 2011 T(P) 170,000 For FS ------80,000 80,000 80,000 River irrigation facilities for 4 Sen. Ninoy L(P) 170,000 ------80,000 80,000 80,000 Basin CIPs, namely, Kiadsam, Mati, Aquino F($) ------0 0 Project Malegdeng and Basag. New 1,140 ------00 0 Rehab 0 ------0 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 T(P) 60,478,487 0 287,030 1,628,498 3,246,002 6,718,501 6,339,081 4,860,621 5,792,218 5,968,650 6,021,450 40,862,051 28,982,020 L(P) 22,897,936 0 146,670 978,637 1,250,069 3,005,907 2,833,586 2,208,567 2,304,160 2,322,910 2,403,730 17,454,236 12,072,953 Sub-Total B F($) 894,775 0 3,342 15,473 47,522 88,395 83,464 63,144 83,049 86,803 86,136 557,329 402,597 (PART 1) (Pipeline New 95,593 0 0 2,800 1,790 6,300 12,990 14,540 14,220 7,030 6,680 66,350 55,460 Projects) Rehab 398,984 0 0 3,525 4,500 41,978 44,740 47,730 44,075 45,829 47,420 279,797 229,794 Reforest 31,760 000008408408405,840 5,840 14,200 14,200 Canals (km) 00 Drainage 00 Roads (km) 00 Improvement 00 T(P) 83,684,031 0 0 301,052 1,684,358 2,591,950 3,029,260 4,369,715 6,391,030 6,944,450 8,205,660 33,517,475 28,940,115 VII.1-17 Sub-Total B L(P) 28,827,572 0 0 110,105 601,708 693,990 1,047,650 1,635,615 2,213,270 2,467,330 3,447,310 12,216,978 10,811,175 (PART 2) F($) 1,538,726 0 0 4,546 25,777 45,190 47,181 65,098 99,470 106,598 113,294 507,155 431,641 (Pipeline Projects) New 307,616 0 0 0 1,855 1,600 3,200 7,100 9,213 16,100 14,760 53,828 50,373 Rehab 370,009 0 0 0 7,000 21,695 43,065 42,474 44,750 44,000 45,000 247,984 219,289 Reforest 00 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 T(P) 144,162,518 0 287,030 1,929,550 4,930,360 9,310,451 9,368,341 9,230,336 12,183,248 12,913,100 14,227,110 74,379,526 57,922,135 L(P) 51,725,508 0 146,670 1,088,742 1,851,777 3,699,897 3,881,236 3,844,182 4,517,430 4,790,240 5,851,040 29,671,214 22,884,128 Sub-Total B F($) 2,433,501 0 3,342 20,019 73,300 133,585 130,645 128,242 182,519 193,401 199,430 1,064,484 834,238 (Pipeline Projects) New 403,209 0 0 2,800 3,645 7,900 16,190 21,640 23,433 23,130 21,440 120,178 105,833 Rehab 768,993 0 0 3,525 11,500 63,673 87,805 90,204 88,825 89,829 92,420 527,781 449,083 Reforest 31,760 000008408408405,840 5,840 14,200 14,200 Canals (km) 0 00000000000 0 Drainage 0 00000000000 0 Roads (km) 0 00000000000 0 Improvement 0 00000000000 0 C. OTHER PROGRAMS 1. Operation Nationwide, GAA T(P) 100,000 284,673 100,000 ------100,000 0 and covering all L(P) 100,000 284,673 100,000 ------100,000 0 Maintenance NISs F($) 0 ------0 0 Subsidy for NIS Sust. O&M 669,767 - 669,767 ------669,767 0 2. San Roque Allocation for the non-power GAA T(P) 5,818,575 - 318,000 611,175 611,175 611,175 611,175 611,175 611,175 611,175 611,175 611,175 5,818,575 3,055,875 Multipurpose costs component of SRMP. L(P) 5,818,575 318,000 611,175 611,175 611,175 611,175 611,175 611,175 611,175 611,175 611,175 5,818,575 3,055,875 Project F($) 0 ------0 0 (SRMP-MOA) 3. Casecnan Allocation to pay obligations GAA T(P) 42,505,000 - - 3,440,000 3,708,000 3,995,000 4,305,000 4,640,000 4,997,000 5,382,000 5,796,000 6,242,000 42,505,000 27,057,000 Multipurpose to BOT proponents. L(P) 42,505,000 - 3,440,000 3,708,000 3,995,000 4,305,000 4,640,000 4,997,000 5,382,000 5,796,000 6,242,000 42,505,000 27,057,000 Irrigation F($) 0 ------0 0 & Power VII.1-18 Project-BOT (Water Delivery) 4.Irrigation Research Nationwide GAA T(P) 120,000 - ---- 20,000 20,000 20,000 20,000 20,000 20,000 120,000 100,000 Research L(P) 120,000 ---- 20,000 20,000 20,000 20,000 20,000 20,000 120,000 100,000 and F($) 0 ------0 0 Development T(P) 48,543,575 418,000 4,051,175 4,319,175 4,606,175 4,936,175 5,271,175 5,628,175 6,013,175 6,427,175 6,873,175 48,543,575 30,212,875 L(P) 48,543,575 418,000 4,051,175 4,319,175 4,606,175 4,936,175 5,271,175 5,628,175 6,013,175 6,427,175 6,873,175 48,543,575 30,212,875 Sub-Total C F($) 0 00000000000 0 (Other 00 Programs) New0 00000000000 0 Rehab 0 00000000000 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 D. AGRARIAN REFORM 1. CARP - Nationwide, ARF 1999 2004 T(P) 8,500,000 845,000 213,000 1,810,000 3,622,000 1,810,000 ------7,455,000 0 Irrigation Covering L(P) 8,500,000 845,000 213,000 1,810,000 3,622,000 1,810,000 ------7,455,000 0 Component Agrarian F($) 0 ------0 0 II Reform Communities New 67,713 10,595 8,285 23,982 12,211 8,768 ------53,246 0 (ARCs) Rehab 38,526 4,216 4,352 14,113 6,123 3,594 ------28,182 0 2. Agrarian Nationwide, JBIC 2000 2004 T(P) 2,865,000 20,000 593,000 961,000 824,000 241,000 ------2,619,000 0 Reform Covering L(P) 2,865,000 20,000 593,000 961,000 824,000 241,000 ------2,619,000 0 Infrastruc- Agrarian F($) ------0 0 ture Support Reform Project II Communities New 29,994 0 7,500 10,060 8,632 6,214 ------32,406 0 (ARCs) Rehab 13,439 0 3,000 4,520 3,868 2,771 ------14,159 0 3. Agrarian Nationwide, IBRD 1997 2002 T(P) 1,189,000 99,000 377,000 287,000 ------664,000 0 Reform Covering L(P) 1,189,000 99,000 377,000 287,000 ------664,000 0 Communities Agrarian F($) ------0 0 Development Reform Project-IC Communities New 9,817 - 4,488 3,303 ------7,791 0 (ARCs) Rehab 3,320 526 855 515 ------1,370 0 4. Mindanao T(P) 949,000 57,000 192,000 353,000 347,000 ------949,000 0 Settlement L(P) 949,000 57,000 192,000 353,000 347,000 ------949,000 0 VII.1-19 Area Dev't F($) ------0 0 Project New 6,000 - 1,000 2,500 2,500 ------6,000 0 Rehab ------0 0 0 T(P) 13,503,000 1,240,000 3,250,000 4,799,000 2,398,00000000011,687,000 0 L(P) 13,503,000 1,240,000 3,250,000 4,799,000 2,398,00000000011,687,000 0 Sub-Total D F($) 0 00000000000 0 (Agrarian Reform) New 113,524 20,273 38,345 23,343 17,48200000099,443 0 Rehab 55,285 8,207 19,148 9,991 6,36500000043,711 0 VII.1 NIA Irrigation Development Program : 2001 to 2010 idp0110d idp0110d PROVINCE/ ESTIMATED PROJECT CUMULATIVE SCHEDULE FUNDING REQUIREMENT (P'000)/ PHYSICAL TARGETS (HA) NAME OF DESCRIPTION Cagayan Alcala, FUNDING COST (P'000) AND ACCOMPLISHMENT TOTAL TOTAL 2006 PROJECTS Amulung 2001 - 2010 - 2010 COVERED SOURCE Start End PHYSICAL TARGETS(HA) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 T(P) 278,049,424 4,217,670 14,801,358 18,905,052 17,776,026 23,037,780 22,334,202 21,686,866 24,317,692 21,301,430 21,710,285 190,088,361 111,350,475 L(P) 168,423,827 3,692,000 11,542,348 15,509,900 12,495,753 16,165,745 16,539,463 16,300,712 16,651,874 13,178,570 13,334,215 135,410,580 76,004,834 F($) 2,850,035 12,516 77,595 80,837 125,721 163,620 137,970 128,242 182,519 193,401 199,430 1,301,852 841,563 New 805,528 51,719 57,241 68,340 43,647 39,232 49,077 50,960 58,904 36,226 21,440 476,786 216,607 Rehab 1,117,284 30,185 103,846 52,414 37,905 83,072 105,932 108,856 109,425 89,829 92,420 813,884 506,462 GRAND TOTAL Preventive Maintenance 00000000000 0 Irrig Fac. 0 35,760 20,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 535,760 300,000 Sust. O&M 669,767 669,767000000000669,767 0 Canals (km) 3,830 999 952 166 109 34 1200002,272 12 Drainage 16,428 641 377 398 475 336 303 300 300 300 300 3,729 1,503 Roads (km) 1,619 474 141 33 10 11500006745 Reforest 31,760 000008408408405,840 5,840 14,200 14,200 Improvement 0 00000000000 0 Exchange Rate = P 42 26-Jun-01 26-Jun-01 Footnote: 1. Funding requirements and physical targets for 2001 to 2004 conform to the Medium Term Development Plan dated 6/19/01. 2. Descriptions, costs and physical targets of pipeline projects are based on data derived from feasibility VII.1-20 studies ( when available) project investigation and concept papers. REFERENCE DATA VII.2 Financial Projection Data VII.2.1A Projected ISF Billing (1/5) (Scenario 1 - AO 17 ISF Rates) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. Physical Target 1.0 Ser. Area, Beg. of Year 708,549 738,549 768,549 798,549 828,549 858,549 888,549 918,549 948,549 978,549 1.1 New Area Generation 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 1.2 Total Service Area 738,549 768,549 798,549 828,549 858,549 888,549 918,549 948,549 978,549 1,008,549 a. Wet 77% 77% 77% 77% 77% 77% 77% 77% 77% 77% b. Dry 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 1.2 Irrigable Area (Program) a. Wet 545,583 568,683 591,783 614,883 637,983 661,083 684,183 707,283 730,383 753,483 b. Dry 460,557 480,057 499,557 519,057 538,557 558,057 577,557 597,057 616,557 636,057 2.0 Cropping Intensity VII.2-1 2.1 % Cropping Intensity a. Wet 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% b. Dry 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 2.2 Planted & Benefitted Area (Has.) a. Wet 460,557 480,057 499,557 519,057 538,557 558,057 577,557 597,057 616,557 636,057 b. Dry 432,215 450,515 468,815 487,115 505,415 523,715 542,015 560,315 578,615 596,915 Total 892,772 930,572 968,372 1,006,172 1,043,972 1,081,772 1,119,572 1,157,372 1,195,172 1,232,972 B. Distribution of Benefited Area As to System Type 1. % to Total Service Area a. Diversion 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% b. Reservoir 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 2. Total Benefited Area a. Diversion a.1 Wet 322,390 336,040 349,690 363,340 376,990 390,640 404,290 417,940 431,590 445,240 b.2 Dry 302,550 315,360 328,170 340,980 353,790 366,600 379,410 392,220 405,030 417,840 Total 624,940 651,400 677,860 704,320 730,780 757,240 783,700 810,160 836,620 863,080 b. Reservoir a.1 Wet 138,167 144,017 149,867 155,717 161,567 167,417 173,267 179,117 184,967 190,817 b.2 Dry 129,664 135,154 140,644 146,134 151,624 157,114 162,604 168,094 173,584 179,074 VII.2.1A Projected ISF Billing (2/5) (Scenario 1 - AO 17 ISF Rates) 2001 2002 2003 2004 2005 20062007 2008 2009 2010 Total 267,832 279,172 290,512 301,852 313,192 324,532 335,872 347,212 358,552 369,892 C. Distribution As to Landholdings Not more than 2 Has. 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Over 2 has but not >5 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% Over 5 has. 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% D. Revenue Base 1. Diversion System a. Wet VII.2-2 Not more than 2 Has. 225,673 235,228 244,783 254,338 263,893 273,448 283,003 292,558 302,113 311,668 Over 2 has but not >5 77,374 80,650 83,926 87,202 90,478 93,754 97,030 100,306 103,582 106,858 Over 5 has. 19,343 20,162 20,981 21,800 22,619 23,438 24,257 25,076 25,895 26,714 Total 322,390 336,040 349,690 363,340 376,990 390,640 404,290 417,940 431,590 445,240 b. Dry Not more than 2 Has. 211,785 220,752 229,719 238,686 247,653 256,620 265,587 274,554 283,521 292,488 Over 2 has but not >5 72,612 75,687 78,761 81,835 84,910 87,984 91,059 94,133 97,207 100,282 Over 5 has. 18,153 18,922 19,690 20,459 21,227 21,996 22,765 23,533 24,302 25,070 Total 302,550 315,360 328,170 340,980 353,790 366,600 379,410 392,220 405,030 417,840 c. Grand Total 624,940 651,400 677,860 704,320 730,780 757,240 783,700 810,160 836,620 863,080 2. Reservoir System a. Wet Not more than 2 Has. 96,717 100,812 104,907 109,002 113,097 117,192 121,287 125,382 129,477 133,572 Over 2 has but not >5 33,160 34,564 35,968 37,372 38,776 40,180 41,584 42,988 44,392 45,796 Over 5 has. 8,290 8,641 8,992 9,343 9,694 10,045 10,396 10,747 11,098 11,449 Total 138,167 144,017 149,867 155,717 161,567 167,417 173,267 179,117 184,967 190,817 b. Dry Not more than 2 Has. 90,765 94,608 98,451 102,294 106,137 109,980 113,823 117,666 121,509 125,352 Over 2 has but not >5 31,119 32,437 33,755 35,072 36,390 37,707 39,025 40,343 41,660 42,978 Over 5 has. 7,780 8,109 8,439 8,768 9,097 9,427 9,756 10,086 10,415 10,744 Total 129,664 135,154 140,644 146,134 151,624 157,114 162,604 168,094 173,584 179,074 VII.2.1A Projected ISF Billing (3/5) (Scenario 1 - AO 17 ISF Rates) 2001 2002 20032004 2005 2006 2007 2008 2009 2010 c. Grand Total 267,832 279,172 290,512 301,852 313,192 324,532 335,872 347,212 358,552 369,892 E. Irrigation Service Fee (Cavans Per Hectare) 1. Diversion System a. Wet Not more than 2 Has. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Over 2 has but not >5 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Over 5 has. 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 b. Dry Not more than 2 Has. 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 Over 2 has but not >5 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Over 5 has. 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 2. Reservoir System VII.2-3 a. Wet Not more than 2 Has. 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 Over 2 has but not >5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 Over 5 has. 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 b. Dry Not more than 2 Has. 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Over 2 has but not >5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 Over 5 has. 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 F. Gov't Support Price (Php) Price Per Cavan a. Wet 450 450 450 450 450 450 450 450 450 450 b. Dry 500 500 500 500 500 500 500 500 500 500 G. Projected Revenue 1. Diversion System a. Wet (Cavans) Not more than 2 Has. 225,673 235,228 244,783 254,338 263,893 273,448 283,003 292,558 302,113 311,668 Over 2 has but not >5 154,747 161,299 167,851 174,403 180,955 187,507 194,059 200,611 207,163 213,715 Over 5 has. 58,030 60,487 62,944 65,401 67,858 70,315 72,772 75,229 77,686 80,143 Total 438,450 457,014 475,578 494,142 512,706 531,270 549,834 568,398 586,962 605,526 VII.2.1A Projected ISF Billing (4/5) (Scenario 1 - AO 17 ISF Rates) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 b. Dry (Cavans) Not more than 2 Has. 317,678 331,128 344,579 358,029 371,480 384,930 398,381 411,831 425,282 438,732 Over 2 has but not >5 217,836 227,060 236,283 245,506 254,729 263,952 273,176 282,399 291,622 300,845 Over 5 has. 81,689 85,147 88,606 92,065 95,523 98,982 102,441 105,900 109,358 112,817 Total 617,203 643,335 669,468 695,600 721,732 747,865 773,997 800,130 826,262 852,394 In Million Php a. Wet Not more than 2 Has. 102 106 110 114 119 123 127 132 136 140 Over 2 has but not >5 70 73 76 78 81 84 87 90 93 96 Over 5 has. 26 27 28 29 31 32 33 34 35 36 Total 197 206 214 222 231 239 247 256 264 272 b. Dry VII.2-4 Not more than 2 Has. 159 166 172 179 186 192 199 206 213 219 Over 2 has but not >5 109 114 118 123 127 132 137 141 146 150 Over 5 has. 41 43 44 46 48 49 51 53 55 56 Total 309 322 335 348 361 374 387 400 413 426 Total ISF - Diversion System 506 527 549 570 592 613 634 656 677 699 2. Reservoir System a. Wet (Cavans) Not more than 2 Has. 145,075 151,218 157,360 163,503 169,645 175,788 181,930 188,073 194,215 200,358 Over 2 has but not >5 82,900 86,410 89,920 93,430 96,940 100,450 103,960 107,470 110,980 114,490 Over 5 has. 33,160 34,564 35,968 37,372 38,776 40,180 41,584 42,988 44,392 45,796 Total 261,136 272,192 283,249 294,305 305,362 316,418 327,475 338,531 349,588 360,644 b. Dry (Cavans) Not more than 2 Has. 181,530 189,216 196,902 204,588 212,274 219,960 227,646 235,332 243,018 250,704 Over 2 has but not >5 108,918 113,530 118,141 122,753 127,365 131,976 136,588 141,199 145,811 150,423 Over 5 has. 38,899 40,546 42,193 43,840 45,487 47,134 48,781 50,428 52,075 53,722 Total 329,348 343,292 357,237 371,182 385,126 399,071 413,015 426,960 440,905 454,849 In Million Php a. Wet Not more than 2 Has. 65 68 71 74 76 79 82 85 87 90 Over 2 has but not >5 37 39 40 42 44 45 47 48 50 52 VII.2.1A Projected ISF Billing (5/5) (Scenario 1 - AO 17 ISF Rates) 2001 2002 20032004 2005 2006 2007 2008 2009 2010 Over 5 has. 15 16 16 17 17 18 19 19 20 21 Total 118 122 127 132 137 142 147 152 157 162 b. Dry Not more than 2 Has. 91 95 98 102 106 110 114 118 122 125 Over 2 has but not >5 54 57 59 61 64 66 68 71 73 75 Over 5 has. 19 20 21 22 23 24 24 25 26 27 Total 165 172 179 186 193 200 207 213 220 227 Total ISF - Reservoir 282 294 306 318 330 342 354 366 378 390 H. Total Projected Billable ISF 788 821 855 888 922 955 988 1,022 1,055 1,088 VII.2-5 I. Billing Efficiency 95% 95% 95% 95% 100% 100% 100% 100% 100% 100% J. Gross Billings 749 780 812 844 922 955 988 1,022 1,055 1,088 VII.2.1B Projected ISF Billing (2001 - 2010) (Scenario 2, 3 and 4 - 1975 ISF Rates) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. Physical Target 1.0 Service Area, Beg. of Year 678,549 708,549 738,549 768,549 798,549 828,549 858,549 888,549 918,549 948,549 978,549 1.1 New Area Generation 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 1.2 Total Service Area 708,549 738,549 768,549 798,549 828,549 858,549 888,549 918,549 948,549 978,549 1,008,549 a. Wet 77% 77% 77% 77% 77% 77% 77% 77% 77% 77% 77% b. Dry 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 1.2 Irrigable Area (Program) a. Wet 522,483 545,583 568,683 591,783 614,883 637,983 661,083 684,183 707,283 730,383 753,483 b. Dry 441,057 460,557 480,057 499,557 519,057 538,557 558,057 577,557 597,057 616,557 636,057 2.0 Cropping Intensity 2.1 % Cropping Intensity a. Wet 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% b. Dry 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 2.2 Planted & Benefitted Area (Has.) a. Wet 441,057 460,557 480,057 499,557 519,057 538,557 558,057 577,557 597,057 616,557 636,057 VII.2-6 b. Dry 413,915 432,215 450,515 468,815 487,115 505,415 523,715 542,015 560,315 578,615 596,915 Total 854,972 892,772 930,572 968,372 1,006,172 1,043,972 1,081,772 1,119,572 1,157,372 1,195,172 1,232,972 B. Distribution of Benefited Area As to System Type 1. % to Total Service Area a. Diversion 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% b. Reservoir 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 2. Total Benefited Area a. Diversion a.1 Wet 308,740 322,390 336,040 349,690 363,340 376,990 390,640 404,290 417,940 431,590 445,240 b.2 Dry 289,740 302,550 315,360 328,170 340,980 353,790 366,600 379,410 392,220 405,030 417,840 Total 598,480 624,940 651,400 677,860 704,320 730,780 757,240 783,700 810,160 836,620 863,080 b. Reservoir a.1 Wet 132,317 138,167 144,017 149,867 155,717 161,567 167,417 173,267 179,117 184,967 190,817 b.2 Dry 124,174 129,664 135,154 140,644 146,134 151,624 157,114 162,604 168,094 173,584 179,074 Total 256,492 267,832 279,172 290,512 301,852 313,192 324,532 335,872 347,212 358,552 369,892 VII.2.1B Projected ISF Billing (2001 - 2010) (Scenario 2, 3 and 4 - 1975 ISF Rates) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 C. Irrigation Service Fee (Cavans Per Hectare) 1. Diversion System a. Wet 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 b. Dry 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 2. Reservoir System a. Wet 2.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 b. Dry 3.5 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 D. Gov't Support Price (Php) Price Per Cavan a. Wet 450 450 450 450 450 450 450 450 450 450 450 b. Dry 500 500 500 500 500 500 500 500 500 500 500 E. Projected Revenue 1. Diversion System In Cavans a. Wet 617,480 644,780 672,080 699,380 726,680 753,980 781,280 808,580 835,880 863,180 890,480 VII.2-7 b. Dry 869,221 907,651 946,081 984,511 1,022,941 1,061,371 1,099,801 1,138,231 1,176,661 1,215,091 1,253,521 Total 1,486,701 1,552,431 1,618,161 1,683,891 1,749,621 1,815,351 1,881,081 1,946,811 2,012,541 2,078,271 2,144,001 In Million Php a. Wet 278 290 302 315 327 339 352 364 376 388 401 b. Dry 435 454 473 492 511 531 550 569 588 608 627 Total ISF - Diversion 712 744 775 807 838 870 901 933 964 996 1,027 2. Reservoir System In Cavans a. Wet 330,793 483,585 504,060 524,535 545,010 565,485 585,960 606,435 626,910 647,385 667,860 b. Dry 434,611 518,658 540,618 562,578 584,538 606,498 628,458 650,418 672,378 694,338 716,298 Total 765,403 1,002,243 1,044,678 1,087,113 1,129,548 1,171,983 1,214,418 1,256,853 1,299,288 1,341,723 1,384,158 In Million Php a. Wet 149 218 227 236 245 254 264 273 282 291 301 b. Dry 217 259 270 281 292 303 314 325 336 347 358 Total ISF - Reservoir 366 477 497 517 538 558 578 598 618 638 659 F. Total Billable ISF 1,079 1,221 1,273 1,324 1,376 1,428 1,479 1,531 1,583 1,634 1,686 G. Billing Efficiency 95% 95% 95% 95% 100% 100% 100% 100% 100% 100% 100% H. Gross Billings 1,025 1,160 1,209 1,258 1,376 1,428 1,479 1,531 1,583 1,634 1,686 VII.2.2A Projected ISF Collection (2001 - 2010) (Scenario 1 - AO17 ISF Rates; Compulsory Retirement Only)) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. Back Accounts (BA) AR-ISF, Beg.-of year 5,008 5,270 5,541 5,821 6,111 6,434 6,766 7,107 7,456 7,812 Coll. Efficiency 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% Collection BA 150 158 166 175 183 193 203 213 224 234 A/R - BA, Year-End 4,858 5,111 5,374 5,646 5,927 6,241 6,563 6,894 7,232 7,578 B. Current Account ISF Billings 749 780 812 844 922 955 988 1,022 1,055 1,088 Collection Efficiency 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% ISF Collection 337 351 365 380 415 430 445 460 475 490 A/R - CA, Year-end 412 429 447 464 507 525 544 562 580 599 C. Total ISF Due for Collection 5,757 6,050 6,353 6,665 7,032 7,389 7,755 8,129 8,511 8,901 D. Total ISF Collections 487 509 532 554 598 623 648 673 698 724 VII.2-8 E. A/R (CA+BA), Year-end 5,270 5,541 5,821 6,111 6,434 6,766 7,107 7,456 7,812 8,176 VII.2.2B Projected ISF Collection ( Scenario 2 - 1975 ISF Rates, Compulsory Retirement Only ) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. Back Accounts (BA) AR-ISF, Beg.-of year 5,008 5,496 5,996 6,508 7,069 7,643 8,227 8,822 9,428 10,044 Coll. Efficiency 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% Collection BA 150 165 180 195 212 229 247 265 283 301 A/R - BA, Year-End 4,858 5,496 5,816 6,313 6,857 7,413 7,980 8,558 9,145 9,743 B. Current Account ISF Billings 1,160 1,209 1,258 1,376 1,428 1,479 1,531 1,583 1,634 1,686 Collection Efficiency 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% 45.0% ISF Collection 522 544 566 619 642 666 689 712 736 759 A/R - CA, Year-end 638 665 692 757 785 814 842 871 899 927 C. Total ISF Due for Collection 6,168 6,705 7,254 7,884 8,497 9,122 9,758 10,405 11,063 11,730 VII.2-9 D. Total ISF Collections 672 709 746 814 855 895 936 977 1,018 1,060 E. A/R (CA+BA), Year-end 5,496 5,996 6,508 7,069 7,643 8,227 8,822 9,428 10,044 10,670 VII.2.2C Projected ISF Collection ( Scenario 3 and 4 - 1975 ISF Rates ) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. Back Accounts (BA) AR-ISF, Beg.-of year 5,008 5,496 5,911 6,244 6,523 6,703 6,783 6,766 6,656 6,462 Coll. Efficiency 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% Collection BA 150 220 296 375 457 536 610 677 732 775 A/R - BA, Year-End 4,858 5,496 5,615 5,869 6,066 6,167 6,173 6,089 5,924 5,686 B. Current Account ISF Billings 1,160 1,209 1,258 1,376 1,428 1,479 1,531 1,583 1,634 1,686 Collection Efficiency 45.0% 47.5% 50.0% 52.5% 55.4% 58.3% 61.3% 64.2% 67.1% 70.0% ISF Collection 522 574 629 722 791 863 938 1,016 1,097 1,181 A/R - CA, Year-end 638 635 629 654 636 616 593 567 538 506 C. Total ISF Due for Collection 6,168 6,705 7,169 7,620 7,951 8,182 8,314 8,348 8,291 8,148 D. Total ISF Collections 672 794 925 1,097 1,248 1,399 1,548 1,692 1,829 1,956 E. A/R (CA+BA), Year-end 5,496 5,911 6,244 6,523 6,703 6,783 6,766 6,656 6,462 6,192 VII.2-10 VII.2.3A Projected Personnel Cost (Scenario 1 and 2 - Compulsary Retirement Only) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. No. of Permanent Staff, Beg. Of Year 5,223 5,156 5,106 5,050 4,993 4,861 4,734 4,558 4,415 4,275 Less : Compulsary Retirement 67 50 56 57 132 127 176 143 140 152 Less: Hiring of Replacement 0000000000 Net Retirement During the Year 67 50 56 57 132 127 176 143 140 152 No. of Permanent Staff, End of Year 5,156 5,106 5,050 4,993 4,861 4,734 4,558 4,415 4,275 4,123 Ave. Annual Compensation ('000) 178 178 178 178 178 178 178 178 178 178 Total (In Millions) 918 909 899 889 865 843 811 786 761 734 B. No. of Daily Paid Staff, Beg. Of Year 1/ 834 834 834 834 834 834 834 834 834 834 Less : Retrenchment 0000000000 VII.2-11 No. of Daily Paid Staff, Year-end 834 834 834 834 834 834 834 834 834 834 Ave. Annual Compensation ('000) 88 88 88 88 88 88 88 88 88 88 Total (In Millions) 73 73 73 73 73 73 73 73 73 73 C. Total P. Cost @ constant 2000 prices 991 982 972 962 939 916 885 859 834 807 Yearly Salary Increase (%) 1.00 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 Price Index 1.05 1.10 1.16 1.22 1.28 1.34 1.41 1.48 1.55 1.63 D. Total P. Costs @ current prices 1,041 1,083 1,126 1,170 1,198 1,228 1,245 1,270 1,294 1,315 1/ Includes 55 temporary and 779 daily-paid employees. Data from Personnel Dept. as of Dec. 31, 2000. VII.2.3B Projected Personnel Cost (Scenario 3 - 1975 ISF Rates; without ERP) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. No. of Permanent Staff, Beg. Of Year 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 Less : Compulsary Retirement 0000000000 Less:New Hire (Replacement) 0000000000 Net Retirement During the Year 0000000000 No. of Permanent Staff, End of Year 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 5,223 Ave. Annual Compensation ('000) 178 178 178 178 178 178 178 178 178 178 Total (In Millions) 930 930 930 930 930 930 930 930 930 930 B. No. of Daily Paid Staff, Beg. Of Year 1/ 834 834 834 834 834 834 834 834 834 834 Less : Retrenchment 0000000000 No. of Daily Paid Staff, Year-end 834 834 834 834 834 834 834 834 834 834 Ave. Annual Compensation ('000) 88 88 88 88 88 88 88 88 88 88 VII.2-12 Total (In Millions) 73 73 73 73 73 73 73 73 73 73 C. Total P. Cost @ constant 2000 prices 1003 1003 1003 1003 1003 1003 1003 1003 1003 1003 Yearly Salary Increase (%) 1.00 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 Price Index 1.05 1.10 1.16 1.22 1.28 1.34 1.41 1.48 1.55 1.63 D. Total P. Costs @ current prices 1,053 1,106 1,161 1,219 1,280 1,344 1,411 1,482 1,556 1,634 1/ Includes 55 temporary and 779 daily-paid employees. Data from Personnel Dept. as of Dec. 31, 2000. VII.2.3C Projected Personnel Cost (Scenario 4 - 1975 ISF rates) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. No. of Permanent Staff, Beg. Of Year 5,223 5,223 5,223 5,223 5,223 4,731 4,240 4,240 4,240 4,240 Less : Compulsary Retirement 0 0 0 492 4910000 Less: New Hires (Replacement) Net Retirement During the Year 00004924910000 No. of Permanent Staff, End of Year 5,223 5,223 5,223 5,223 4,731 4,240 4,240 4,240 4,240 4,240 Ave. Annual Compensation ('000) 178 178 178 178 178 178 178 178 178 178 Total (In Millions) 930 930 930 930 842 755 755 755 755 755 B. No. of Daily Paid Staff, Beg. Of Year 1 / 834834834834000000 Less : Retrenchment 0 0 0 834000000 No. of Daily Paid Staff, Year-end 834 834 8340000000 Ave. Annual Compensation ('000) 88 88 88 88 88 88 88 88 88 88 VII.2-13 Total (In Millions) 73 73 730000000 C. Total P. Cost @ constant 2000 prices 1003 1003 1003 930 842 755 755 755 755 755 Yearly Salary Increase (%) 1.00 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 Price Index 1.05 1.10 1.16 1.22 1.28 1.34 1.41 1.48 1.55 1.63 D. Total P. Costs @ current prices 1,053 1,106 1,161 1,130 1,075 1,011 1,062 1,115 1,171 1,229 1/ Includes 55 temporary and 779 daily-paid employees. Data from Personnel Dept. as of Dec. 31, 2000. VII.2.3D Projected Personnel Cost (Scenario 5 - 1975 ISF rates) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A. No. of Permanent Staff, Beg. Of Year 5,223 5,223 5,223 5,223 5,223 4,979 4,734 4,734 4,734 4,734 Less : Compulsary Retirement 0 0 0 244 2450000 Less: New Hires (Replacement) Net Retirement During the Year 00002442450000 No. of Permanent Staff, End of Year 5,223 5,223 5,223 5,223 4,979 4,734 4,734 4,734 4,734 4,734 Ave. Annual Compensation ('000) 178 178 178 178 178 178 178 178 178 178 Total (In Millions) 930 930 930 930 886 843 843 843 843 843 B. No. of Daily Paid Staff, Beg. Of Year 1 / 834834834834000000 Less : Retrenchment 0 0 0 834000000 No. of Daily Paid Staff, Year-end 834 834 8340000000 Ave. Annual Compensation ('000) 88 88 88 88 88 88 88 88 88 88 VII.2-14 Total (In Millions) 73 73 730000000 C. Total P. Cost @ constant 2000 prices 1003 1003 1003 930 886 843 843 843 843 843 Yearly Salary Increase (%) 1.00 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 Price Index 1.05 1.10 1.16 1.22 1.28 1.34 1.41 1.48 1.55 1.63 D. Total P. Costs @ current prices 1,053 1,106 1,161 1,130 1,131 1,129 1,186 1,245 1,307 1,373 1/ Includes 55 temporary and 779 daily-paid employees. Data from Personnel Dept. as of Dec. 31, 2000. VII.2.4A Projected Personnel Reduction (Scenario 1 and 2 - Compulsory Retirement Only) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. Compulsary Retirement No. of Staff 67 50 56 57 132 127 176 143 140 152 Ave. Annual Pay Per Staff ('000) 177 177 177 177 177 177 177 177 177 177 Total Annually (In Millions) 12 9 10 10 23 22 31 25 25 27 2. Less: New Hire (Replacement) No. of Staff Ave. Annual Pay Per Staff ('000) 177 177 177 177 177 177 177 177 177 177 Total Annually (In Millions) 0000000000 3. Daily Paid Staff No. of Staff Ave. Annual Pay Per Staff ('000) 880000 Total Annually (In Millions) 0000000000 Summary: VII.2-15 Reduction in the No. of Staff 67 50 56 57 132 127 176 143 140 152 Total Cost Reduced ( In Millions) 12 9 10 10 23 22 31 25 25 27 Cumulatrive Reduction (In Millions) 12 21 31 41 64 87 118 143 168 195 Assumptions on Personnel Services Social Total Base Costs Pay Ave. Annual Compensation - P Staff (In Thousands) 127 1.40 178 Ave. Annual Compensation - Daily-Paid (In Thousands) 88 1.00 88 VII.2.4B Projected Personnel Reduction (Scenario 3 - 1975 ISF Rates; without ERP) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. Compulsary Retirement No. of Staff Ave. Annual Pay Per Staff ('000) 177 177 177 177 177 177 177 177 177 177 Total Annually (In Millions) 0000000000 2. Less: New Hiring (Replacement) No. of Staff Ave. Annual Pay Per Staff ('000) 178 178 178 178 178 178 178 178 178 178 Total Annually (In Millions) 0000000000 3. Daily Paid Staff No. of Staff Ave. Annual Pay Per Staff ('000) 88 88 88 88 88 88 88 88 88 88 VII.2-16 Total Annually (In Millions) 0000000000 Summary: Reduction in the No. of Staff 0000000000 Total Cost Reduced ( In Millions) 0000000000 Cumulatrive Reduction (In Millions) 0000000000 Assumptions on Personnel Services Social Total Base Costs Pay Ave. Annual Compensation - P Staff (In Thousands) 127 1.40 178 Ave. Annual Compensation - Daily-Paid (In Thousands) 88 1.00 88 VII.2.4C Projected Personnel Reduction (Scenario 4 - 1975 ISF Rates, with ERP) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. Compulsary Retirement No. of Staff 0 0 492 491 Ave. Annual Pay Per Staff ('000) 177 177 177 177 177 177 177 177 177 177 Total Annually (In Millions) 000087870000 2. Less: New Hiring (Replacement) No. of Staff Ave. Annual Pay Per Staff ('000) 178 178 178 178 178 178 178 178 178 178 Total Annually (In Millions) 0000000000 3. Daily Paid Staff No. of Staff 0 0 0 834 0 Ave. Annual Pay Per Staff ('000) 88 88 88 88 88 VII.2-17 Total Annually (In Millions) 0 0 0 73000000 Summary: Reduction in the No. of Staff 0 0 0 834 492 4910000 Total Cost Reduced ( In Millions) 0 0 0 73 87 870000 Cumulatrive Reduction (In Millions) 0 0 0 73 161 247 247 247 247 247 Assumptions on Personnel Services Social Total Base Costs Pay Ave. Annual Compensation - P Staff (In Thousands) 127 1.40 178 Ave. Annual Compensation - Daily-Paid (In Thousands) 88 1.00 88 VII.2.4D Projected Personnel Reduction (Scenario 5 - 1975 ISF Rates, with ERP) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. Compulsary Retirement No. of Staff 0 0 244 245 Ave. Annual Pay Per Staff ('000) 177 177 177 177 177 177 177 177 177 177 Total Annually (In Millions) 000043430000 2. Less: New Hiring (Replacement) No. of Staff Ave. Annual Pay Per Staff ('000) 178 178 178 178 178 178 178 178 178 178 Total Annually (In Millions) 0000000000 3. Daily Paid Staff No. of Staff 0 0 0 834 0 Ave. Annual Pay Per Staff ('000) 88 88 88 88 88 Total Annually (In Millions) 0 0 0 73000000 VII.2-18 Summary: Reduction in the No. of Staff 0 0 0 834 244 2450000 Total Cost Reduced ( In Millions) 0 0 0 73 43 430000 Cumulatrive Reduction (In Millions) 0 0 0 73 117 160 160 160 160 160 Assumptions on Personnel Services Social Total Base Costs Pay Ave. Annual Compensation - P Staff (In Thousands) 127 1.40 178 Ave. Annual Compensation - Daily-Paid (In Thousands) 88 1.00 88 VII.2.5A Projected Management Fee (Scenario 1 and 2 - Compulsary Retirement Only) I. On-going Projects (Peso Component) Projected Disbursement Schedule 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1 Malitubog-Maridagao IP 58,610 529,657 2 Kabulnan Irr. & Dev. Proj. 25,000 3 Pampanga Delta 157,925 4 Lower Agusan 75,488 369,789 5 ISIP II 55,204 403,579 6 Casecnan 155,048 200,000 42,244 83,003 7 Tarlac Groundwater 40,000 123,700 8 WRDP 50,993 35,930 9 Southern Phils. ISP 75,732 272,408 395,485 529,699 200,000 191,908 10 Bohol Irr. Project 50,000 100,000 213,000 100,000 245,000 11 San Roque MIP 25,000 300,000 300,000 744,360 780,000 700,000 504,940 VII.2-19 12 Balog Balog ISIP 100,000 600,000 600,000 600,000 2,500,000 2,500,000 2,350,000 1,600,000 13 Apayao Abulog 200,000 103,222 14 Adalam Irr. Project 175,000 315,000 264,008 15 Itbayat Int. Irr. Project 17,000 24,907 16 Catubig Irr.Project 45,000 45,000 44,096 17 Dolores Irr Project 80,000 100,000 100,000 101,949 18 Basey Irr. Project 120,000 120,000 130,000 130,000 118,314 19 Bulunawan Irr Project 100,000 100,000 55,752 20 Aulo Irr. Project 30,000 100,000 103,961 21 Grain Sector 178,786 185,150 185,150 178,148 22 Small Reservoir Irr Project 78,000 300,000 300,000 300,000 1,000,000 1,371,912 1,402,589 1,300,000 700,000 23 Repair/Rehab-Groundwater 50,000 200,000 200,000 200,000 657,347 655,422 665,766 439,940 440,455 24 . Maint. Of NIS & CIS 100,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 25 Repair/Rehab - Access Rd. 95,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 26 Repair/Rehab - Drainage. 90,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 27 FS - Proposed Projects 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 28 Agri-Institutional 30,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Total 2,034,000 4,856,978 3,533,696 3,139,801 6,264,855 6,227,556 5,728,355 4,454,880 1,750,455 610,000 II. Agrarian Reform Program Projected Disbursement Schedule 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. CARP - Cost Component 213,000 1,810,000 3,622,000 1,810,000 2. Agri Infra Support 593,000 961,000 824,000 241,000 3. Agri Reform Comm. DP 377,000 287,000 Mindanao Sett. Area Dev. 57,000 192,000 353,000 347,000 Total 1,240,000 3,250,000 4,799,000 2,398,000 000000 III. Summary Projected Disbursement Schedule 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 On-Going Projects 2,034,000 4,856,978 3,533,696 3,139,801 6,264,855 6,227,556 5,728,355 4,454,880 1,750,455 610,000 Agrarian Reform Projects 1,240,000 3,250,000 4,799,000 2,398,000 000000 Pipeline projects 433,000 738,637 1,210,069 3,051,627 3,530,136 3,835,602 4,317,210 4,537,630 6,275,050 Total 3,274,000 8,539,978 9,071,333 6,747,870 9,316,482 9,757,692 9,563,957 8,772,090 6,288,085 6,885,050 % Actual Disbursement to Schedule 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Projected Actual Releases 2,291,800 5,977,985 6,349,933 4,723,509 6,521,537 6,830,384 6,694,770 6,140,463 4,401,660 4,819,535 VII.2-20 Mgt. Cost @ 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% Projected Mgt. Fee (In Million Php) 164 299 317 236 326 342 335 307 220 241 VII.2.5B Projected Management Fees (Scenario 3 and 4 - 1975 ISF Rates) I. On-going Projects (Peso Component) Projected Disbursement Schedule 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 I. On-Going Projects 1 Malitubog-Maridagao IP 58,610 529,657 2 Kabulnan Irr. & Dev. Proj. 25,000 3 Pampanga Delta 157,925 4 Lower Agusan 75,488 369,789 5 ISIP II 55,204 403,579 6 Casecnan 155,048 200,000 42,244 83,003 7 Tarlac Groundwater 40,000 123,700 8 WRDP 50,993 35,930 9 Southern Phils. ISP 75,732 272,408 395,485 529,699 200,000 191,908 10 Bohol Irr. Project 50,000 100,000 213,000 100,000 245,000 11 San Roque MIP 25,000 300,000 300,000 744,360 780,000 700,000 504,940 VII.2-21 12 Balog Balog ISIP 100,000 600,000 600,000 600,000 2,500,000 2,500,000 2,350,000 1,600,000 13 Apayao Abulog 200,000 103,222 14 Adalam Irr. Project 175,000 315,000 264,008 15 Itbayat Int. Irr. Project 17,000 24,907 16 Catubig Irr.Project 45,000 45,000 44,096 17 Dolores Irr Project 80,000 100,000 100,000 101,949 18 Basey Irr. Project 120,000 120,000 130,000 130,000 118,314 19 Bulunawan Irr Project 100,000 100,000 55,752 20 Aulo Irr. Project 30,000 100,000 103,961 21 Grain Sector 178,786 185,150 185,150 178,148 22 Small Reservoir Irr Project 78,000 300,000 300,000 300,000 1,000,000 1,371,912 1,402,589 1,300,000 700,000 23 Repair/Rehab-Groundwater 50,000 200,000 200,000 200,000 657,347 655,422 665,766 439,940 440,455 24 . Maint. Of NIS & CIS 100,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 25 Repair/Rehab - Access Rd. 95,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 26 Repair/Rehab - Drainage. 90,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 27 FS - Proposed Projects 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 28 Agri-Institutional 30,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Total 2,034,000 4,856,978 3,533,696 3,139,801 6,264,855 6,227,556 5,728,355 4,454,880 1,750,455 610,000 II. Agrarian Reform Program Projected Disbursement Schedule 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1. CARP - Cost Component 213,000 1,810,000 3,622,000 1,810,000 2. Agri Infra Support 593,000 961,000 824,000 241,000 3. Agri Reform Comm. DP 377,000 287,000 Mindanao Sett. Area Dev. 57,000 192,000 353,000 347,000 Total 1,240,000 3,250,000 4,799,000 2,398,000 000000 III. Summary Projected Disbursement Schedule On-Going Projects 2,034,000 4,856,978 3,533,696 3,139,801 6,264,855 6,227,556 5,728,355 4,454,880 1,750,455 610,000 Agrarian Reform Projects 1,240,000 3,250,000 4,799,000 2,398,000 000000 Pipeline projects 433,000 738,637 1,210,069 3,051,627 3,530,136 3,835,602 4,317,210 4,537,630 6,275,050 Total 3,274,000 8,539,978 9,071,333 6,747,870 9,316,482 9,757,692 9,563,957 8,772,090 6,288,085 6,885,050 % Actual Disbursement to Schedule 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Projected Actual Releases 2,291,800 5,977,985 6,349,933 4,723,509 6,521,537 6,830,384 6,694,770 6,140,463 4,401,660 4,819,535 Mgt. Cost @ 5% 5% 5% 7% 7% 7% 7% 7% 7% 7% 7% Projected Mgt. Fee (In Million Php) 115 299 444 331 457 478 469 430 308 337 VII.2-22 VII.2.6 National Irrigation Administration Projected CIS Amortization Collection 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 A/R-CIS, Beg. Balance 340 242 184 149 128 115 108 103 101 99 Add: Billing 64 64 64 64 64 64 64 64 64 64 Total Due For Collection 404 307 248 213 192 180 172 168 165 163 Less: Collection Back Account (old) 40% 136 97 74 60 51 46 43 41 40 40 Current Account 40% 26 26 26 26 26 26 26 26 26 26 Total Collection 162 123 99 85 77 72 69 67 66 65 A/R-CIS, End Balance 242 184 149 128 115 108 103 101 99 98 VII.2-23 Source: JICA Study Team REFERENCE DATA VII.3 Personnel Data (Functions of NIA’s Offices) VII.3.1 Main Functions of NIA's Central Office (1/6) Organizational Unit Main Functions A. Corporate Management Sector 1. Board of Directors - Formulate and adopt policies for the management and operation of the NIA - Recommend to the President of the Philippines the appointment of a Deputy Administrator and number of Assistant Administrators - Approve, subject to final action of the President, the annual and/or supplemental budget of the NIA 2. Office of the Administrator - Execute and implement the policies, orders and resolutions approved by the NIA Board, in accordance with the provisions of RA 3601 as amended by PD No.552. - As the Chief Executive of the NIA, oversee, direct, and supervise its various operations ・ Provide legal assistance to the Administrator and the Board of Directors ・ Responsible for the overall security of the Agency 3. Office of the Deputy Administrator - Assist the Administrator in planning, organizing and directing the activities of the Agency - Act in place of the Administrator in the latter's absence 4. Corporate Planning Group - Provide advice and recommendations in the determination of long-term corporate objectives based on national development policies (1) Corporate Planning Staff - Undertake policy studies and formulation based on corporate objectives and functions (2) Programming Division ・ Formulate/develop criteria and guidelines in the preparation of the NIA Infrastructure Program in relation to overall objectives 1) Programming and Coordinating Section ・ Prepare and periodically update the consolidated annual, short, medium and long range 2) Programs Evaluat. and Reporting Section irrigation development program of the NIA based on national goals and objectives ・ Prepare periodic and annual program reports for management guidance and as may be required by higher authorities and other government agencies ・ Prepare inventory of all existing systems and possible projects, including its periodic (3) Management Information System Division ・ Develop and maintain an integrated management information system for the NIA 1) Electronic Data Processing (EDP) Section ・ Consolidate and monitor plans, programs and activities of the NIA 2) Information Management Section ・ Analyze data gathered on accomplishment versus plans and programs ・ Compile, collate, update, and disseminate statistical data relevant to the NIA plans and - Provide guidelines in the preparation of NIA's irrigation development plans and programs in coordination with other government agencies and NIA line officials - Consolidate and integrate departmental and regional office plans in accordance with the total corporate objectives - Evaluate information on corporate performance against targets 5. Public Affairs and Information Staff (PAIS) - Develop and administer a comprehensive communications program and implement strategies for the dissemination of information concerning NIA through various media . Plan, prepare and produce various multi-media materials such as publications, audio- visuals, print and broadcast materials to support the communications program of the . Conceptualize and develop a comprehensive communications plan for the Agency B. Project Development and Implementation (PDI) Sector 1. Office of the Assistant Administrator - Assist the Administrator in planning, organizing, directing and controlling the project development, design and specifications and construction management activities of the NIA - Review plans, programs and proposals of departments supervised for adherence to policies and standards; evaluate their performance against targets 2. Project Development Department (PDD) - Formulate and develop short and long-range plans, programs and proposals for development of feasible irrigation and related water resources projects - Identify and submit to appropriate authorities aggregate program and funding requirements of projects for investigation, feasibility studies and implementation - Undertake engineering, agricultural and economic investigations and studies for multi- purpose water resources development projects and other irrigation projects proposed for foreign financing to determine their technical, economic, financial, social and environmental feasibility - Prepare loan proposals, terms of reference and other documents necessary for obtaining financial and technical assistance in connection with project preparation and (1) Project Investigation Division ・ Formulate guidelines and standards in the conduct of reconnaissance grade survey, investigation of proposed irrigation and water resources projects, detailed geologic survey and farm project drainage investigation work 1) Project Identification Section ・ Prepare aggregate program proposals for general investigation covering national, 2) Surveys and Mapping Section communal, pump and other water resources projects 3) Geology Section ・ Undertake the investigation, collection, integration and evaluation of planning data to 4) Drainage Section determine the technical feasibility of projects identified for foreign financing (2) Water Resources Utilization Division ・ Plan and coordinate the establishment of hydrometeorological and hydrogeological stations/ networks 1) Hydrography Section ・ Compile and consolidate all available data on water resources; determine ground and 2) Surface Water Section surface water resources potential as required for irrigation project planning and recommend 3) Groundwater Section schemes for their optimum utilization VII.3-1 VII.3.1 Main Functions of NIA's Central Office (2/6) Organizational Unit Main Functions ・ Prepare guidelines, procedures and programs for the design, construction and operation of groundwater wells (3) Land Resource Utilization Division ・ Assess land resources and analyze agricultural and economic parameters 1) Land Classification Section ・ Consolidate and evaluate results of land classification survey conducted by the regional 2) Agricultural Land Use Section ・ Undertake economic and financial feasibility studies 3) Economic Section (4) Plan Formulation Division ・ Prepare project plans for both single-purpose and multi-purpose irrigation and water resources development projects to be proposed for foreign financing 1) Dams and Reservoirs Section ・ Prepare loan proposals for project financing and technical assistance by foreign lending 2) Irrigation Works Section institutions and attend to all activities pertinent thereto 3) Feasibility Records Section 4) Environmental Studies Section 5) Drafting Section 3. Design & Specifications Department (DSD) - Develop design criteria; prepare detailed specifications for civil works, construction materials and supplies, water control gates and other metal works used in irrigation projects - Prepare preliminary and/or detailed final designs and estimates of facilities and structures of proposed irrigation projects for foreign financing; review plans, drawings and specifications - Attend to all activities pertaining to the pre-qualification of bidders and analysis of bids for recommendation/ submittal to domestic and international bidding committees - Undertake the drafting of detailed working drawings of irrigation/ drainage, architectural and mechanical/ electrical structures designed at the Central Office (1) Civil Works Design Division ・ Formulate and develop design criteria, guidelines and procedures for dissemination to field offices 1) Design Research Section ・ Undertake complete design of dams and reservoirs, major hydraulic structures and others, 2) Civil Works Design Section and prepare their quantity estimates 3) Mechanical-Electrical Design Section ・ Review final irrigation/ drainage networks or layout submitted by field offices ・ Coordinate with field offices in developing their requisite irrigation and drainage design capabilities (2) Architecture and Drafting Division ・ Develop drafting standards for agency-wide use 1) Architectural Section ・ Coordinate and undertake the preparation of working drawings of civil works/mechanical 2) Civil Works Drafting Section and electrical works designed in the Central Office 3) Mechanical-Electrical Drafting Section ・ Coordinate and undertake the design and preparation of plans for building projects or 4) Civil Works Drafting Section project facilities 5) Mechanical-Electrical Drafting Section ・ Review and/or modify working drawings/ architectural plans submitted by field offices (3) Specifications Division ・ Prepare and develop technical specifications for irrigation/ drainage works for dissemination to field offices 1) Specifications Section ・ Prepare detailed technical specifications for civil works, construction materials, supplies 2) Prequalification and Evaluation section and services for irrigation projects proposed for foreign financing 3) Equipment Management Department ・ Attend to all activities pertaining to the pre-qualification of bidders and analysis of bids for recommendation/ submittal to domestic or international bidding committees 4. Construction Management Department (CMD) - Undertake all pre-implementation and other complimentary activities including planning and scheduling of foreign-assisted projects approved and programmed for construction - Review proposed construction schedules and programs of work, job order systems, cost estimates and procurement schedules of projects ready for implementation or which are presently under construction - Formulate working policies, standards, materials testing and construction control techniques for implementation in the field offices - Monitor and evaluate all monthly progress reports and status of construction activities undertaken by field offices; prepare periodic and consolidated reports on the progress of construction of all irrigation projects (1) Construction Planning and Scheduling ・ Prepare master plan for implementation of national irrigation and related water resources Division projects 1) Implementation Planning Section ・ Formulate plans for the implementation of foreign-assisted projects 2) Programs and Funds Management Section ・ Review proposed programs of work and construction schedules for force accounts work in 3) Estimates Section national irrigation projects submitted by field offices ・ Review/ update the overall project cost estimates submitted by field offices for national projects (2) Contract Administration Division ・ Review/ evaluate construction schedules, contractors' claims, statistical and progress reports submitted by contractors/ field offices 1) Contract Management Section ・ Formulate guidelines in the processing of contractor's claims to facilitate payment and 2) Contract Adjustment and Claims Section monitor same to field offices ・ Coordinate the delivery of NIA furnished construction logistics contracts (3) Project Monitoring and Evaluation Division 1) Project Evaluation Section ・ Continuously improve project monitoring system 2) Monitoring and Reports Section ・ Prepare periodic progress reports for all national projects 3) Materials Testing and Control Group VII.3-2 VII.3.1 Main Functions of NIA's Central Office (3/6) Organizational Unit Main Functions 5. Special Project Staff - Maintain a pool of project managers from which to draw future project managers who shall, for the meantime that they are without special projects, develop schemes and various approaches to improve the management and implementation of special projects - Undertake the final phases of construction of a project to expedite completion and turnover of the system to operation sector and shorten transition period - Supervise the transition completed of major projects from construction to operation - Lead a task force to expedite prosecution of project or bring the project within schedule - Responsible for organizing resources needed to set the machinery moving for a major project identified for prosecution C. Systems Operation and Equipment Management (SOEM) Sector 1. Office of the Assistant Administrator - Assist the Administrator in planning, organizing, directing and controlling all activities pertinent to the management of irrigation systems to ensure proper operation maintenance, repair and improvement - Review plans, programs and proposals regarding the implementation of the agricultural phase of a project; review strategies, plan and programs for the formation and development of irrigators' associations in national and communal systems/ projects - Review plans and programs for assistance to farmers to enable irrigators' associations to take over management of systems/parts of systems - Monitor performance of dams and major structures of an irrigation system to ensure efficiency of said structures - Supervise the final phases or completion of major national projects to expedite turnover and shorten transition period from project to system 2. Systems Management Department (SMD) - Provide assistance and advice on the operation, maintenance, repair and improvement of irrigation systems - Review annual plans and programs submitted by field offices on the management of irrigation systems - Prepare consolidated annual program including financial requirements for operation, maintenance, repair and rehabilitation of systems - Review plans and programs on training of irrigation system personnel - Develop plans for the conduct of irrigation research to maintain irrigation structures and facilities, improve management of systems and increase irrigation area (1) Operation and Maintenance Division ・ Prescribe guidelines, standards and procedures for the proper operation and maintenance of irrigation systems; review and evaluate their implementation 1) O&M Section A ・ Review annual plans and programs of target area for irrigation, drainage, and level production 2) O&M Section B ・ Prepare comprehensive annual report per system on the status of water management as well 3) Training Section as the efficiency of the physical structures in water utilization ・ Evaluate crop production reports and review recommendation for exemption from payment of irrigation fees ・ Develop policies and guidelines for the intensive training of &M personnel (2) Rehabilitation Division ・ Formulate standards, guidelines and procedures for the repair and improvement of damaged existing structures and facilities in all national irrigation systems 1) Rehabilitation Section A ・ Review and evaluate plans, programs and financial requirements submitted by field offices 2) Rehabilitation Section B for the repair and improvement of structures and facilities ・ Review and consolidate statistics on repair and improvement work for the preparation of periodic reports and overall plans and programs (3) Research and Development Division ・ Develop plans for the conduct of irrigation research for the improvement of service, proper operation and maintenance of irrigation structures and facilities 1) Research Planning & Evaluation Section ・ Exercise functional supervision over research stations/ laboratories in the field offices 2) Research Outputs Application Section ・ Evaluate, package and disseminate approved research findings/ results and related developments for utilization in irrigation systems 3. Institutional Development Department (IDD) - Formulate policies, strategies to prepare irrigator's for their eventual takeover and management of irrigation systems - Develop plans and programs for rendering assistance to irrigators - Supervise and coordinate activities of all regional water management training centers/ units - Monitor and evaluate the implementation and effectiveness of NIA's assistance program (1) Irrigators' Organization and Training Division ・ Formulate strategies and develop guidelines in the organization of irrigators' association and their consequent takeover of irrigation systems ・ Review plans submitted by field offices for the organization of irrigators and revitalization of organized associations ・ Provide technical assistance in the conduct of training programs for irrigators and operation and maintenance personnel and evaluate the effectiveness of such training program (2) Irrigators' Assistance Division ・ Develop plans and programs to assist irrigators attain high production level ・ Review plans and programs prepared by field offices and monitor and evaluate the propriety, adequacy and effectiveness of their assistance to farmer irrigators ・ Collect information on proven and accepted methods of increased farm productivity for dissemination to field offices VII.3-3 VII.3.1 Main Functions of NIA's Central Office (4/6) Organizational Unit Main Functions 4. Equipment Management Department (EMD) - Plan and administer a comprehensive Agency program for the acquisition, deployment, maintenance and repair of construction equipment, irrigation pumps, drilling rigs, mechanical-electrical plants, transport and communications equipment - Formulate, update and disseminate policies, guidelines and procedures on equipment management; monitor and evaluate all field activities - Prepare technical specifications and cost estimates of construction and shop equipment to be acquired by the Agency - Undertake field inspection to evaluate equipment and pumps recommended for disposal, field shop facilities, operations and maintenance activities, newly acquired equipment, spare parts and tools; undertake repair of equipment brought to Central Office - Prepare the plans and designs and undertake the installation, repair, operation and maintenance of well drilling equipment, mechanical plants and structure, electrical plants and communication equipment (1) Equipment Planning & Specifications Division ・ Plan and program the acquisition and distribution of equipment to projects and systems; prepare the annual financial requirement to support the equipment management program 1) Planning and Programming Section ・ Formulate rules and regulations governing the lease of equipment and review periodically 2) Specifications Section the existing rental rate structure of all equipment and update same when necessary 3) Utilization Evaluation and Statistics Section ・ Prepare technical specifications and estimates for the acquisition of all equipment ・ Maintain and consolidate technical documents, manuals, references and materials (2) Equipment Insp. and Repair Logistics Division ・ Conduct field inspection to check on operation and maintenance activities, review equipment recommended for disposal, determine adequacy of field shop facilities and so on 1) Equipment Inspection Section ・ Undertake technical inspection of all equipment, machineries, spare parts and tools 2) Field Shop Inspection Section delivered to Central Office 3) Equipment Tool & Repair Section ・ Prepare guidelines and standards, informational and instruction materials on proper 4) Repair Programming & Evaluation Section operation and maintenance of equipment and vehicles ・ Review , evaluate and program quarterly repair work by Region ・ Maintain adequate supply of fast-moving spare parts, control releases thereof and maintain running inventory of parts available in stock ・ Undertake the operation of the Central Office Equipment Pool and repair shop (3) Special Equipment Operation Division ・ Prepare guidelines and standards in The o/M of well-drilling equipment, mechanical plants and structures, electrical plants and communication equipment 1) Mechanical Plants and Structures Section ・ Prepare the plans and specifications for bid requirement for mechanical plant and structures 2) Electrical and Communication Section running plants, communication system and equipment, etc. 3) Groundwater Equipment Planning and ・ Supervise the operation and maintenance of drilling equipment and provide mechanical Logistics Section support for drilling operation as well as in the repair of drilling rigs and allied equipment 4) Field Drilling Operation Section ・ Supervise the installation of mechanical plant and structure, pumping plants, electrical plants and communication system; monitor and evaluate operation and provide its technical 5. Special Project Staff - Maintain a pool of project managers from which to draw future project managers who shall, for the meantime that they are without special projects, develop schemes and various approaches to improve the management and implementation of special projects - Undertake the final phases of construction of a project to expedite completion and turnover of the system to operation sector and shorten transition period - Supervise the transition completed of major projects from construction to operation - Lead a task force to expedite prosecution of project or bring the project within schedule - Responsible for organizing resources needed to set the machinery moving for a major project identified for prosecution D. Administrative Services Sector 1. Office of the Assistant Administrator - Advise and assist the Administrator in planning, organizing, directing and controlling the administrative services of the corporation - Review plans, programs and proposals of department supervised for adherence to policies and standards; evaluate their performance against targets 2. Personnel & Records Management Dept. - Plan, develop and implement short and long-range personnel management and development - Develop and administer plans and programs on personnel recruitment, motivation, utilization, and performance appraisal; implement the duly approved NIA position classification and pay plans; and administer employee benefits - Plan, develop and integrate a comprehensive training and development program for NIA personnel - Administer the central records system of the Agency (1) Personnel Division ・ Plan and develop personnel management programs and policies 1) Recruitment and Appointment Section ・ Implement approved programs on recruitment, selection and placement of personnel 2) Employee Welfare Section ・ Implement employee benefits and welfare service program; process applications and claims 3) Salary Administration and Standards Section covered by the program ・ Maintain liaison with the Civil Service Commission, DBM, GSIS on personnel matters (2) Records Management Division ・ Formulate, recommend and implement policies and guidelines for a system-wide records 1) Receiving and Mailing Section ・ Receive and release correspondence, documents, air cargoes, checks, etc. 2) Mailing and Courier Section ・ Develop and maintain a uniform filing system for the Agency 3) Maintenance and Disposal Section ・ Develop/ adopt measures to improve records retrieval 4) Program Design and Evaluation Section ・ Maintain a records disposition program in accordance with prescribed rules and regulations 5) Training Administration Section ・ Plan and undertake studies for improvement of records management 6) Support Services Section VII.3-4 VII.3.1 Main Functions of NIA's Central Office (5/6) Organizational Unit Main Functions 3. Legal Department (LD) - Assist management in the development/ formulation of policies and regulations pertaining to matters affecting the NIA; provide legal services for the protection of corporate rights, interest and property - Prepare/ review contracts and legal instruments - Conduct administrative investigations; assist the Solicitor General in prosecuting cases where the NIA is a party (1) Litigation Division ・ Conduct administrative investigations or review administrative charges against employees of the NIA 1) Judicial Cases Section ・ Assist in promulgating rules governing activities of the NIA 2) Administrative Cases Section ・ Assist the Solicitor-General in court litigation where the NIA is involved (2) Contracts Division ・ Interpret laws and rules affecting the operations of the NIA 1) Documentation Section ・ Prepare contracts and instruments beyond the authority of the field offices; interpret 2) Research Section provisions of contracts covering works performed for the NIA by private entities ・ Prepare comments and proposed legislations concerning NIA 4. Procurement & Physical Resources Dept. - Assist management in the development/ formulation of policies and regulations pertaining (PPRD) to procurement, property and management of physical resources of the Agency - Undertake the procurement of office equipment, supplies and materials; and the procurement of construction materials, supplies, equipment, spare parts and contract services when the same are not available in the field - Attend to all matters pertaining to importation requirements including customs clearance for the procurement of imported supplies, materials and equipment - Develop plans and programs for the proper control, utilization and safekeeping of all NIA property, excluding construction equipment - Plan and implement a program of building and facilities maintenance, repair and improvement (1) Procurement Division ・ Prepare consolidated annual procurement program; simplify procedures on the procurement of goods and services 1) Purchasing Section ・ In collaboration with the Committee on bids and Awards, undertake the procurement of 2) Importation and Trade Section common construction materials, supplies, equipment, spare parts and contract services 3) Monitoring and Service Section ・ Attend to all matters pertaining to importation requirements including opening of LCs; coordinate with Controllership Department in the preparation of withdrawal applications for supplies contracts for submission to lending institutions ・ Prepare and issue motions and/or invitations to bids; schedule bids for the procurement of construction materials, equipment and supplies (2) Property Division ・ Implement approved policies, rules and regulations and procedures on property and inventory management 1) Inventory and Disposal Section ・ Direct and/or coordinate receipt, movement, storage, issuance, disposition and control of 2) Warehousing and Shipping Section supplies, materials, equipment and spare parts in the Central Office 3) Customs and Forwarding Section ・ Maintain prescribed records of all NIA properties and employees having accountabilities 4) Motorpool Section ・ Review periodic status reports on inventory of office equipment, materials and supplies of 5) Security Section field offices, make spot check, if necessary, and recommend transfer, reallocation or disposal of non-moving items ・ Determine adequacy and arrange for the insurance of NIA properties, bonding of accountable officers and means of minimizing risks (3) Building and Facilities Maintenance Division ・ Plan and implement program of building and facilities maintenance, repair and improvement 1) Civil Works Section ・ Prepare manuals for operation and maintenance of buildings and facilities 2) Electrical and Communication Section ・ Undertake the installation, maintenance, repair, renovation and beautification of 3) Mechanical Works Section compound/facilities of the NIA Central Office ・ Formulate, recommend and enforce rules and regulations regarding the use of building facilities; make periodic reports to management on fees and rentals collected from use of such facilities (4) Civil Security Affairs Division ・ Responsible for the overall security of the Agency E. Finance and Management Sector 1. Office of the Assistant Administrator - Assist the Administrator in planning, organizing, directing and controlling the financial and management activities of the Agency to achieve optimum utilization of its resources and increase corporate income - Review plans, programs and proposals of departments supervised for adherence to policies and standards; evaluate their performance against targets - Exercise functional supervision over field offices in matters pertaining to his areas of concern 2. Controllership Department (CD) - Direct and/or oversee monthly assessment of financial operations of the NIA to effect better financial management - Direct the processing and recording of all financial transactions and the preparation and analysis of individual and consolidated financial statements - Institute improvements in the accounting system and in financial controls consistent with the needs of management and administrative, accounting and auditing laws, rules and regulations - Establish and maintain a cost accounting system VII.3-5 VII.3.1 Main Functions of NIA's Central Office (6/6) Organizational Unit Main Functions (1) General Accounting Division ・ Maintain Central Office Books of Accounts including basic and subsidiary accounting records to reflect accurate and current financial information required by NIA management and by existing auditing rules and regulations 1) Bookkeeping Section ・ Process vouchers and payrolls and prepare bills for CO receivables 2) Disbursement Processing Section ・ Prepare and submit financial statements and other accounting reports to management and 3) Billing and Miscellaneous Section other agencies authorized to receive such reports 4) analysis and Reports Section (2) Budget Division ・ Prepare the overall budget in support of the operations, plans and programs of the Agency ・ Issue and control sub-allotment advices and cash disbursement ceilings by responsibility ・ Prepare physical report of operations of current operating expenditures and other budgetary reports for management information ・ Develop and improve budgetary methods and procedures (3) Foreign Loan Accounting Division ・ Maintain and accurate and current record of financial transactions in each foreign-assisted project ・ Prepare application for withdrawal of loan availments from the different lending institutions 1) Cost Accounting Section ・ Maintain an updated record of loan availments for each foreign-assisted project, control 2) Foreign Loan Accounting Section loan utilization by category as prescribed by the loan agreement and prepare revision of loan reallocation if necessary; prepare financial reports relative to loan utilization of each foreign-assisted project 3. Management Services Department (MSD) - Provide top management with advice on the maximum utilization of resources - Prepare the Agency's physical and financial program for irrigation development based on approved plans - Develop plans and programs relative to improvement of the administrative organization; undertake regular management surveys; review existing methods, procedures and systems and make recommendations for improvement - Develop an integrated management information system to meet the information requirement of the NIA - Undertake management audits to evaluate adequacy of internal controls and to institute safeguards for the Agency's assets (1) Organization and Methods Division ・ Develop staffing standards and manpower requirements 1) Methods & Procedures Section ・ Conduct periodic systems and procedures audit of field offices to identify deviation from 2) Organization and Standards Section standard operating procedure ・ Review/ edit memorandum circulars & office orders prepared by the different organizational units to ensure consistency of content with existing policies, rules & ・ Undertake the preparation and updating of organization and systems and procedures manuals Develop, recommend for implementation and monitor the Agency cost reduction program on a continuing basis (2) Management Audit Division ・ Review internal control systems for safeguarding money and property to ascertain weaknesses and deficiencies requiring correction 1) CO Audit and Special Audit Section ・ Conduct fiscal and/or property audits as necessary 2) Field Audit Section ・ Check and monitor compliance with memorandum circulars 4. Treasury Department (TD) - Develop plans and programs for a more effective and efficient management of NIA funds; formulate schemes or proposals to generate more income - Undertake the payment of obligations and the receipt of collections in the Central Office - Undertake studies to improve the strategies of revenue collections including simplification of existing procedures on billing and collections - Analyze collection efficiency of each system and develop a system of incentive bonus for outstanding collection performance (1) Revenue Generation Services Division ・ Study and recommend ways and means to improve and develop procedures and strategies for income generation and efficiency of collection from all sources 1) Collection Services Section ・ Undertake investment of NIA funds and maintain and safeguard investment records 2) Investment and Real Properties Serv. Section ・ Monitor billing and collection activities; prepare periodic reports on the collection of irrigation fees and other income ・ Consolidate and evaluate collection efficiency reports from field offices and develop a system of incentive bonus for outstanding collection performance (2) Cash Division ・ Handle the payment of all accounts payable and the collection and deposit of funds at the Central Office ・ Prepare disbursement, collection and related reports for submission to Controllership Department and agencies authorized to receive such reports ・ Maintain records of disbursements and collections together with supporting papers ・ Undertake the procurement and distribution of TCAA checks for Central Office use and Official Receipts for use of the Central and Field Offices Source: Statement of Functions, SMD-NIA VII.3-6 VII.3.2 Main Functions of NIA's Field Offices (1/3) Organizational Unit Main Functions A. Regional Irrigation Office (RIO) 0. General - Implement plans, policies, rules, regulations and programs for the region - Formulate and develop short and long-range plans, programs and proposals for development of feasible irrigation and related water resources projects within the regions; and direct the investigation and collection of technical, economic and other data - Supervise field operations of the Provincial Irrigation Offices and the construction of foreign-assisted projects and/or rehabilitation and improvement of irrigation systems the coverage of which are confined within the regions - Evaluate construction works by contract or force account and prepare reports of accomplishment by project - Direct and coordinate the operation and maintenance activities as well as the installation/ pull out of irrigation pumps; monitor and evaluate operation and maintenance of communal irrigation systems and irrigation pumps - Review plans and designs of communal irrigation projects; prepare preliminary designs and specifications of locally funded projects approved for construction in the region - Direct and coordinate research on improvement of irrigation service; the organization and development of irrigation service; the organization and development of irrigators' associations and the training of irrigators in areas served by all the irrigation systems - Direct and coordinate the utilization, movement, preventive maintenance and repair of all equipment - Direct and coordinate the administrative activities of the region, including the provision of necessary services relative to legal matters, training, information, procurement and property and other related activities - Direct and coordinate all activities pertaining to financial transactions, maintenance and control and payment of obligations in the region - Coordinate with other national and local government officials engaged in food production and community development and improvement - Submit periodic reports on activities of the region as required 1. Engineering Division - Direct the conduct of intensive reconnaissance and feasibility investigation of possible areas for irrigation within the region to develop a pipeline of irrigation projects 1) Planning & Investigation Section - Conduct hydrologic studies to determine potential surface and groundwater supplies; 2) Design and Specifications Section maintain a continuing inventory of land and water resources and determine the available 3) Construction Management Section dependable water supply of each water source in the different river basins and natural bodies of water in the region - Prepare maps of the different river basins and sub-basins in the region, indicate extent of surface water utilization and withdrawals of the groundwater resources due to existing wells - Undertake reconnaissance investigation to determine feasibility of all proposed national, communal and pump irrigation projects including groundwater irrigation project and prepare reconnaissance report - Undertake feasibility investigation to determine the technical, economic and financial feasibility of communal gravity and surface water pump projects and prepare the corresponding feasibility investigation report - Develop short and long-range plans, programs and proposals for development of feasible irrigation and related water resources projects; direct the investigation and collection of technical, economic and other data as directed by the Central Office - Prepare final plans, designs and specifications for communal irrigation projects and all national projects within the capability of the region - Undertake pre-construction planning and scheduling of projects approved for construction - Prescribe requirements for construction, including procurement of supplies & materials - Consolidate and prepare periodic reports on investigation and survey and construction activities in the region - Prepare bid documents relative to contract works 2. Operations Division - Provide assistance and advice on the operation, maintenance, repair and improvement of irrigation systems in the region 1) Systems Management Section - Develop plans and programs to increase crop production, close the gap between irrigated 2) Research and Development Section and service area and increase cropping intensity by implementing proper water management in the region - Review plans, estimates and programs of work for operation, maintenance, repair and improvement of irrigation systems - Monitor reports and conduct ocular inspection of irrigation systems to evaluate actual condition and initiate measures to improve operation and maintenance - Prepare annual financial requirements for the operation and maintenance, repair and improvement of irrigation systems - Undertake research on irrigation and drainage methods, effective rainfall, irrigation systems efficiency, water losses, irrigated land use and other aspects of water management and technology for the improvement of operation and maintenance of systems - Implement at the regional level the NIA's program of assistance to irrigation end users; undertake training of end users, ditchtenders and gatekeepers of national systems Source: Statement of Functions, Nov. 1984, NIA and Information from MSD, NIA VII.3-7 VII.3.2 Main Functions of NIA's Field Offices (2/3) Organizational Unit Main Functions 3. Institutional Development Division - Supervise and participate in the organization, strengthening and development of irrigators' associations in the national irrigation systems in the region 1) Agricultural Coordination Section - In coordination with appropriate regional personnel conduct training of farmers, 2) Irrigators Assistance Section ditchtenders and gatekeepers on water management and operation and maintenance of systems, participate in the training of water management technicians and watermasters - Organize dialogues geared to promote closer relationship between the FIG/FIA leaders/ members and operation and maintenance personnel to attain efficient water distribution - Conduct studies on behavioral patterns and cultures of farmers; problems and influencing factors for the attainment of functionality of farmers irrigators group/ association and adapt findings to local FIGs 4. Equipment Management Division - Undertake the management of all construction equipment and vehicles assigned to the region, including all those assigned to projects in the region 1) Control & Evaluation Section - Prepare plans and programs for the maximum utilization, assignment, transfer and 2) Maintenance and Repair Section movement of construction equipment and motor vehicles; provide equipment support to units and projects in the region - Control and evaluate the performance and utilization of construction equipment; arrange for the procurement of all spare parts, fuel, tools, manuals and other materials needed for the operation, repair and overhauling of equipment and motor vehicles: provide and support transportation requirement of the region: prepare reports on equipment management and submit same to higher authorities - Direct and supervise the inspection, maintenance and deadlining of equipment being used in the field; ensure that equipment in projects, systems and provincial offices are properly utilized and serviced; perform repair work on equipment in use; take charge of keeping equipment operate and in good condition at all times; repair/ maintain irrigation pumps in field offices with no mechanics - Repair all broken down equipment assigned to the region; manufacture spare parts within the capability of the region; provide electrical and welding services; paint motor vehicles, automotive and construction; service all equipment in the region 5. Administrative Division - Provide administrative services for the region such as personnel development, procurement, legal, security, custodial, janitorial, medical and central services 1) Personnel Dev. and General Services Section - Process various personnel transactions such as application for leave, retirement, 2) Property and Procurement Section appointment, bond, claims for employee benefits, and the like; prepare certification on 3) Legal Section employment and other related activities; prepare appointments, and maintain personnel 4) Medical and Dental Unit - Implementdf Civil l Service Rules and Regulations and recommend disciplinary action for violation thereof - Assist various units in the region in identifying training needs of their personnel and in designing the appropriate training programs; arrange for and coordinate the holding of seminars, workshops and other relevant aids to manpower development - Maintain liaison on administrative and personnel matters with CSC, GSIS, NISA, PBL, - Canvass prices and undertake the procurement of equipment, materials and supplies available locally at the regional/ project sites and within the authority of the region; undertake their storage, issuance and control - Provide communications, janitorial, security, clerical, records management and other general supportive services - Provide personnel with medical and dental services - Prepare consolidated periodic reports on administrative activities 6. Finance & Management Division - Undertake all the activities pertaining to financial transactions; management and control; and payment of obligations in the region 1) Management and Budget Section - Undertake studies on the administrative organization of the region, is existing work 2) Accounting Section methods and procedures and recommend improvements in order to achieve optimum 3) Cash Section utilization of resources and to increase corporate income - Process and record all financial transactions; prepare monthly trial balance and other periodic reports for submission to Central Office and other agencies - Undertake the payment of all obligations and custody of collection in the region and prepare disbursement, collection and related reports Source: Statement of Functions, Nov. 1984, NIA and Information from MSD, NIA VII.3-8 VII.3.2 Main Functions of NIA's Field Offices (3/3) Organizational Unit Main Functions B. Provincial Irrigation Office (PIO) - Prepare inventory of existing and proposed national, communal and pump projects including groundwater pump projects - Undertake the investigation and survey of feasible water supply; maintain updated record of characteristics and behavior of water resources in the province; conduct field verification of applications for the purchase of irrigation pump sets - Undertake the construction, rehabilitation and improvements, installation and/or repair of communal gravity and pump irrigation projects andor systems - Provide technical assistance in the organization of farmers association management of communal systems as well as assistance to pump recipients for the installation, operation and maintenance of pump irrigation systems - Direct and supervise the pull-out, transfer and/or repossession of pump when ordered and directed by higher authorities - Develop/ implement strategies, guidelines and instructions to improve the collection of management fees, if any, pump amortization and repayment of construction cost of communal irrigation systems - Supervise the operation and maintenance of particular small irrigation systems when so designated C. Irrigation System Office (ISO) - Undertake the operation and maintenance of an irrigation system or group of systems - Implement guidelines and instruction, improve water management and water distribution - In consultation with farmers and in coordination with appropriate region personnel and other agencies prepare and administer the cropping pattern of the system - Prepare and implement the agricultural development program of the system - Undertake the organization of farmer irrigators' groups (FIGs); responsible for the growth and functionality - Collect irrigation fees; implement tie-up with NFA - Maintain pertinent records and submit required reports - Coordinate with other agencies engaged in food production D. Locally-Funded Irrigation Project - Undertake the actual construction of national irrigation projects funded from local sources in accordance with the approved plans, programs and schedules - Undertake pre-construction activities in preparation for the construction of the projects, including acquisition of right-of-way, survey, design, estimating, engagement of contractual services, etc. - Undertake the proper utilization, movement, maintenance and repair of equipment - Provide the project with administrative, financial and other services - Prepare periodic report of accomplishment E. Foreign-Assisted Irrigation Project - Undertake the construction of foreign-assisted irrigation projects in accordance with terms of agreement and within the approved plans, programs and schedules - Undertake pre-construction activities in preparation for actual construction of the project, including acquisition of right of way, survey, designs, estimating, engagement of contractual services, etc. - Undertake the proper utilization, movement, maintenance and repair of equipment - Undertake the effective coordination and prosecution of the agricultural development program of the project - Provide the project with administrative, financial and other related services - Prepare periodic reports of accomplishment as required by Management and lending institutions Source: Statement of Functions, Nov. 1984, NIA and Information from MSD, NIA VII.3-9 REFERENCE DATA VII.4 Legislations Related to NIA Management VII.4.1 Major Laws and Issuances Relating to NIA Major Laws and Issuances relating to NIA Date of Issuance 1. Republic Act No.3601 (NIA Charter) June 22, 1963 An Act creating NIA (from the irrigation division of the Bureau of Public Works) with an initial capitalization of PHP300 million w/ the following powers and objectives: 1) to investigate, study, improve, construct and administer all national irrigation systems; 2) to investigate all available and possible water resources for the purpose of utilizing the necessary projects; 3) to collect from the users of each irrigation system constructed by it such fees as may be necessary to finance the continuous operation of the system; and 4) to do all such other things and to transact al such businesses as are directly or indirectly necessary to the attainment of the above objectives. Governing Body & Management - The powers and functions of the NIA shall be exercised by a Board of Directors. - The Management of the NIA shall be vested in the Irrigation Administrator. 2. Presidential Decree No.552 (Amended RA 3601) September 11, 1974 PD No.552 amended certain Sections of RA 3601 (NIA Charter). The amendments are as follows: 1) Powers and objectives: - to supervise the operation, maintenance and repair, or otherwise, administer temporarily all communal and pump irrigation systems constructed, improved and/or repairs wholly or partially with government funds. - to charge and collect from the beneficiaries of the water such fees or administration charges as may be necessary to cover the cost of operation, maintenance and insurance, and recover the cost of construction within a reasonable period of time. - to recover funds or portions hereof expended for the construction and/or rehabilitation of communal irrigation systems. 2) Increased the capitalization of NIA to PHP2 billion. 3) Authorized NIA to contract loans with foreign governments or financial institutions 3. Presidential Decree No.1702 (Amendment of RA 3601) July 18, 1980 PD No.1702 amended Section 3 (working capital) of RA 3601 (NIA Charter), as amended by PD No.552. The amendments are as follows: 1) Set the authorized capitalization of NIA to PHP10 billion. 2) All amounts collected by NIA: irrigation service fees, engineering administration charges on projects, equipment rentals, sale of unserviceable equipment, all other incomes are also added to its operating capital. 3) NIA is authorized to impose 5% of the total cost of projects undertaken by it as an administration and engineering overhead charge. 4) NIA does not receive any government appropriation for operation and maintenance of irrigation systems. VII.4-1 Major Laws and Issuances relating to NIA Date of Issuance 4. Memorandum Order No.38 (Further Amendment) September 15, 1986 MO No.38 further amended certain Sections of RA 3601 (NIA Charter). The amendments are as follows: 1) Section 5. Powers and Duties of the Board of Directors: to recommend to the President of the Philippines the appointment of a Deputy Administrator and such number of Assistant Administrators from a list of names submitted by the Administrator; to fix the compensation of the Administrator and his Deputy and Assistants; to recommended the suspension and/or removal of the said officials for cause. 2) Section 7. Managing Head: The management of the NIA shall be vested in and Irrigation Administrator; provided that the Deputy Administrator shall act for and in place of Administrator in the latter’s absence. 5. Republic Act No.6978 January 24, 1991 An Act to promote rural development by providing for an accelerated program within a ten-year period for the construction of irrigation projects. 1) The NIA shall undertake a ten-year program for the construction of irrigation projects in the remaining 1,500,000 ha of irrigated but irrigable lands. 2) The program shall give priority to areas with social and economic problem. 3) Priority shall be given to the construction of communal irrigation projects (at least 50% of the funds). 4) The beneficiaries of communal irrigation projects shall pay 50% of the project cost without interest for a period of 50 years. 6. Executive Order No.22 September 14, 1992 EO No.22 transferred the NIA from the Department of Public Works and Highways (DPWH) to the Office of the President. 7. Administrative Order No.17 October 14, 1992 AO No.17 attached the NIA to the Department of Agriculture (DA). 8. Republic Act No.8435 (known as “AFMA”) December 22, 1997 An Act prescribing urgent related measures to modernize the agriculture and fisheries sectors of the country in order to enhance their profitability, and prepare said sectors for the challenges of globalization through and adequate focused and rational delivery of necessary support services, appropriating funds therefor and for other purposes. The following are the provisions of AFMA affecting operation and maintenance of the national irrigation systems (NISs). 1) Preparation of bill to amend NIA Charter expanding the membership of the NIA Board of Directors; 2) Setting program for rehabilitation of existing systems whose sources can supply the dry season irrigation requirements of a minimum level; 3) Conduct of R&D activities to improve the management, effectivity & efficiency of irrigation systems; 4) Turnover of secondary canals and on-farm structures of NIS to Irrigators’ Associations (IAs); 5) Preparation of a capability building program for IAs and/or LGUs; and 6) Review of irrigation service fee (ISF) rates. VII.4-2 Major Laws and Issuances relating to NIA Date of Issuance 9. Administrative Order No.17 August 17, 1998 AO No.17 adopted a “socialized irrigation service fee”, communal irrigation systems (CIS) amortization rates, and other urgent interim measures to cushion the effects of El Nino and the Asian currency crisis in the agricultural sector, particularly to benefit irrigation farmer-beneficiaries. 10. Executive Order No. 162 October 16, 1999 EO No.162, entitled “Reorienting the Functions and Operations of the DA” 1) The structure and organizations of the DA, its offices, bureaus, attached agencies and corporations (including NIA) shall be re-organized along functional lines and consistent with the principles, goals and objectives of the AFMA. 2) Based on the functional reorientation and operational redirection, the DA shall prepare an “Agricultural Bureaucracy Restructuring Plan (ABRP)” 11. Executive Order N.165 October 10, 1999 EO No.165 directs the formulation of an institutional strengthening and streamlining program for the Executive Branch. 1) A Presidential Committee on effective Governance (PCEG) is created to be composed of the Executive Secretary as Chair, the Secretary of BM as Co-Chair, with the Director-General of the NIDA, Chairman of the CSC, Secretary of Finance, and Head of the Presidential Management Staff, as members, to oversee and coordinate the institutional reforms in the bureaucracy. 2) The PCEG shall be assisted by sub-committees, which shall be responsible for the study of certain areas like service delivery, organizational development and staffing, financial management, personnel and change management, and information technology. 12. Executive Order No.197 January 13, 2000 EO No.197 directed all government agencies and government-owned of controlled corporations (GOCC) to increase their fees and charges by not less than 20%. 1) The heads of departments shall be responsible for the implementation of this EO by the bureaus, offices, units, and agencies, including GOCC, within their respective jurisdictions. 2) The Department of Finance and the DBM shall jointly promulgate the rules and regulations to implement this EO and monitor compliance by agencies. 3) All executive issuances or parts thereof which are inconsistent with any of the provisions of this EO are hereby repealed or modified accordingly. 13. Executive Order No.218 March 15, 2000 EO No.218 provided further guidelines for the adjustment of the rates of fees and charges. 1) In view of the urgent need to improve the financial positions and at least recover costs, the Government intends to reactivate the Task Force on the Revision of Fees and Charges under the EO No.218. 14. Administrative Order No.20 May 15, 2000 AO No.20, entitled “Establishing the Functional Coordination and Management Structure of the Department of Agriculture”. 1) In partial implementation of EO No.162 (1999), the Department of Agriculture shall be organized according to the attached Chart 1: Functional Coordination and Management Structure of the DA; and Chart 2: Functional Coordination and Management Structure of the DA Regional Offices. VII.4-3 Major Laws and Issuances relating to NIA Date of Issuance 15. Administrative Order No.24 June 26, 2000 AO No.24 provided amendments and guidelines to the implementation of DA AO No.20 to properly establish the functional coordination of the DA and of its DA Regional Office. 1) Under AO No.24, the Administrator of NIA shall report to the Undersecretary of Extension, LGU Support and Infrastructure (DA), and the NIA-Regional Offices are required to report the Regional Technical Director in charge of Infrastructure and Provincial Operations. 16. Administrative Order No.40 October 4, 2000 AO No.40 made clarifications on the previous AOs No.20 ad 24, Series of 2000 to underscore the clearly coordinative nature of the relationship between the Regional Directors of the DA Proper and the Regional Directors/ Assistant Regional Directors of the various Bureaus, Agencies and Corporations attached to the DA. 1) The DA-Regional Executive Directors (REDs) and DA-Regional Technical Directors (RTDs) have neither supervisory nor line authority over their counterparts – heads or representatives of other DA Bureaus, Attached Agencies and Corporations (AACs) and Foreign-Assisted Projects (FAPs) – in the region. VII.4-4 Major Issuances relating to NIA’s Delegated Authority Date of Issuance 1. Memorandum Circular No.15, s. of 1998 April 21, 1998 MO No.15 issued by the Administrator provided the delegation of authority over technical and non- technical matters to be observed by NIA. 1) This MC enumerates delegated authorities to sign/ approve official papers, documents and contracts designed to improve the operations of the NIA. 2) It specifies the required position of a recommending and approving official for specific type of document (technical and non-technical). 2. Memorandum Circular No.19, s. of 1999 June 28, 1999 MO No.19 amended the following provisions of the MC No.15 issued April 1998. 1) Certain provisions pursuant to the NIA Board Resolution No.6886-99 dated June 14, 1999, especially those pertaining to change in delegated authorities on the payment of right of way (ROW) and damages. 3. General Memorandum Circular No.1, s. of 2000 August 28, 2000 GMO No.1 issued by the Secretary of Agriculture revised the rules on delegation of authority. 1) The rules hall be observed and adopted by the DA including all bureaus, regional offices, attached agencies and corporations. 2) The GMO covers delegation of authority concerning administrative matters (personnel) and financial matters. 3) Administrative matters include : signing authorities of officials on personnel appointment designation, application for leave of absence, approval of travel, order, transfer/reassigned, approval for permission to render overtime services, grant of permission to teach/exercise profession/study/engage in business, issuance of orders, memoranda, circulars, letter and related communications. 4) Financial matters include signing authorities of officials on requisitions and issue voucher for supplies/materials/office equipment, purchase and work order contracts, negotiated contracts, disbursement vouchers, fund transfer and signing and counter-signing of checks. The Order specifies positions being given authorities to recommend and approve above mentioned financial documents based on range of amount involved. 4. General Memorandum Circular No.2, s. of 2000 October 4, 2000 GMO No.2 issued by the Secretary of Agriculture amended some provisions of GMO No.1 s. of 2000 pertaining to positions with SG-24 below. 1) New provision stated that all appointments with salary below grade 24 shall be approved by the respective heads of bureau, region attached agencies and corporations. VII.4-5 VII.4.2 List of Legal Documents Related to the Irrigation Service Fee (ISF) Collection Memorandum Circulars Related to ISF Collection Date of Issuance 1. Memorandum Circular No.101, Series 1980 (NIA) 1980 Revised incentive bonus plan for irrigation service fee collection 2. Memorandum Circular No. 8, Series 1981 (NIA) March 19, 1981 Amending revised incentive bonus plan for irrigation service fee collection 3. Memorandum Circular No.21, Series 1981 (NIA) June 8, 1981 Confirmation of statement of accounts 4. Memorandum Circular No. 5, Series 1988 (NIA) 1988 Incentive policy for irrigation service fee (ISF) back accounts 5. Memorandum Circular No.44, Series 1990 July 9, 1990 Delegation of authority on payments of back accounts 6. Memorandum Circular No.71, Series 1991 October 14, 1991 General guidelines and procedures for utilization of the parcellary maps 7. Memorandum Circular No.11, Series 1992 February 10, 1992 Extension for another 3-years of incentive policy for irrigation service (ISF) back accounts 8. Memorandum Circular No.30, Series 1992 April 30, 1992 Revised viability incentive grant guidelines and criteria 9. Memorandum Circular No.15, Series 1993 March 30, 1993 Implementation of the confirmation of statement of account (MC No.21, s. 1981) 10. Memorandum Circular No.2, Series 1995 January 13, 1995 Final three-year extension of incentive policy on irrigation service fee (ISF) back accounts 11. Memorandum Circular No.6, Series 1995 February 24, 1995 VIG Distribution and treatment of income in evaluating financial viability 12. Memorandum Circular No.38, Series 1997 October 15, 1997 Collection and utilization of irrigation service fee back accounts 13. Administrative Order No.17 October 15, 1997 Adoption of a socialized irrigation service fee, communal irrigation systems (CIS) amortization rates, and other urgent interim measures to cushion the effects of El Nino and the Asian currency crisis in the agricultural sector, particularly to benefit irrigation farmer beneficiaries. 14. Memorandum Circular No.49, Series 1998 1998 Implementing guidelines pursuant to Administrative Order No.17. Source: Data from the legal files, NIA. VII.4-6 REFERENCE DATA VII.5 Status of Implementation of the AFMA of 1997 VII.5 STATUS OF IMPLEMENTATION OF THE AFMA OF 1997 The present Administration supports the implementation of the Agriculture and Fisheries Modernization Act (AFMA). In CY 2001, PHP20 billion were earmarked for the different components. Some PHP6.96 billion, including carry over funds from previous years, were appropriated for irrigation. Of these, some PHP1.343 billion will be for communal irrigation development. This is bigger than previous years’ allocation, although still short to sustain the requirements of the ongoing foreign-assisted projects. The implementing rules and regulations (IRR) of AFMA was approved in 1998. This was reviewed and updated in the fourth quarter of 2000, to make it relevant to the recent developments in the agricultural sector. However, the revised IRR has not been officially issued. Since the enactment of the law in December 1997, the following have been accomplished or currently being implemented under the irrigation component: (1) Review of the irrigation service rates 1) NIA completed an in-house study on the appropriate/reasonable levels of irrigation service rates (ISF) in August 1998. The study was overtaken by the issuance of Administrative Order No. 17 on 31 August 1998, setting socialized rates. In July 2001, the NIA Board of Directors approved the restoration of the 1975 ISF rates. 2) The Asian Development Bank-assisted Review of Cost Recovery Mechanisms for NIS (2000) also recommended rates to cover full operation and maintenance cost. 3) NIA is implementing a volumetric pricing of ISF on a pilot-basis for ISF collection in three national irrigation systems (NIA). (2) Effective immediately, the implementation of all irrigation-related projects undertaken by the Bureau of Soils and Water Management/DA will be transferred to NIA. (3) Capability building for local government units (LGU) and transfer of communal irrigation development to LGUs is currently being addressed. 1) The turnover of the implementation of communal irrigation development to LGUs is being pursued by NIA in collaboration with the Department of Interior and Local Government and the different leagues of LGUs. 2) Under the Balikatan Sagip Patubig Program (BSPP), technology transfer is effected as LGUs participate and share in the cost of construction/rehabilitation of communal irrigation projects/systems. LGUs mobilize resources and acquire technical skills in undertaking the projects. The program was launched in 1999 and still included in NIA’s 2002 program. VII.5-1 (4) The turnover of secondary canals and on-farm structures of NIS to Irrigators Associations (IA) is an on-going program and will be vigorously pursued under the Irrigation Management Transfer (IMT) program. (5) The capability building program for IAs is a continuing program, complementary to IMT. (6) The guidelines on simplified public bidding was approved by the NIA Board of Directors (BOD) on 27 September 1999. However, the bidding process prescribed in the latest amendments of the IRR of PD 1594 (2000) is now followed in irrigation projects. There is an immediate plan to further simplify the process as provided for under PD 1594. (7) NIA’s priority projects, including rehabilitation programs for irrigation systems, are listed in the Medium Term Irrigation Development Program. Rehabilitation program for communal irrigation systems is undertaken under the BSPP. (8) The criteria for the selection and prioritization of irrigation projects are for review and finalization. AFMA focuses on Strategic Agriculture and Fishery Development Zones for infrastructure development. (9) NIA’s research and development (R&D) activities to improve the management, effectivity and efficiency of irrigation systems are limited, subject to the availability of funds. For CY 2002, R&D activities will need PHP24 million. AFMA provides for the strengthening of NIA’s Irrigation Engineering Center. (10) Bills proposing additional members in the NIA BOD were deliberated in both the House and Senate during the 11th Congress. Bills on the ISF condonation were likewise deliberated at the House Committee on Agriculture, Food and Fisheries. A revised version of the Bill is currently being prepared and to be filed in the 12th Congress. This will consider other provisions to give flexibility to NIA as a corporation and respond effectively to current challenges. (11) The DA Planning Service chairs the Task Force organized by DA to formulate plans/programs to promote the development of minor irrigation schemes. Note: This paper was prepared by the Corporate Planning Staff – NIA (Data as of 4 September 2001). VII.5-2